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Journal articles on the topic 'Services offshoring'

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Published: 10 December 2022

Last updated: 28 January 2023

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1

Thelen, Shawn T., Earl D. Honeycutt, and Thomas P. Murphy. "Services offshoring." Managing Service Quality: An International Journal 20, no. 3 (May 18, 2010): 196–212. http://dx.doi.org/10.1108/09604521011041943.

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2

Ramakrishna, Hindupur V. "Offshoring IT Services." Journal of Global Information Technology Management 10, no. 1 (January 2007): 70–71. http://dx.doi.org/10.1080/1097198x.2007.10856440.

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3

Bunyaratavej, Kraiwinee, and Eugene D. Hahn. "Offshoring of Services from Developing Countries." International Journal of Service Science, Management, Engineering, and Technology 3, no. 2 (April 2012): 1–12. http://dx.doi.org/10.4018/jssmet.2012040101.

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Offshore outsourcing of services accelerated at the end of 1990s in developed countries. Recently developing countries have also increasingly offshored services, not only to developed countries but also to other developing countries. Yet, to date little attention has been paid to the emergence of this reverse offshoring. This paper examines the determinants of offshoring of services from developing countries; as such the authors investigate what location factors drive these firms from developing countries to offshore services. Using data on service offshoring projects during 2001-2007 originating from developing countries, the authors found that the determinants of offshoring of services from developing countries followed similar patterns of conventional offshoring yet for different reasons. In addition, the authors also found that services offshoring from developing countries in some sectors appeared to occur because of the desire to be closer to customers.

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4

Skipper, William. "Services Offshoring: An Overview." Anthropology of Work Review 27, no. 2 (September 2006): 9–17. http://dx.doi.org/10.1525/awr.2006.27.2.9.

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5

Chilimoniuk-Przeździecka, Eliza. "Offshoring in Business Services Sector Over the Business Cycle: A Case of Growth of the International Cooperation." Folia Oeconomica Stetinensia 10, no. 1 (January 1, 2011): 7–19. http://dx.doi.org/10.2478/v10031-011-0005-2.

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Offshoring in Business Services Sector Over the Business Cycle: A Case of Growth of the International Cooperation In this paper I analyze the role of business service offshoring in international cooperation over the recession. In business services - as described in Schumpeterian literature - external restructuring including resource and production relocation is more intensive during recession periods while intensive internal restructuring accompanies expansion periods. As external restructuring encompass business processes fragmentation and offshoring of services, I also argue - taking into account historical evidence - that current economic crisis would result in growing service offshoring in business service sector. I expect that many financial institutions would relocate part of their business processes abroad, where operating costs are lower, as they find that external restructuring via offshoring is the way to survive. This, in turn, will be the most possible result in growth of service offshoring projects located in CEE and Asia, as these two locations were the most attractive ones in recent years for service offshoring. The process is reflected by growth of FDI outflows from developed economies to CEE and Asia as well as growth of business and IT services trade between the mentioned economies. However, I also expect that in short run (one year perspective) we will experience tremendous decrease of FDI flows including investment in service offshoring, nevertheless the share of FDI flows related to service offshoring in total FDI flows will increase.

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6

Harshani De Silva, Liyanachchi Mahesha. "Review of the Current Status of the Offshoring Industry: Insights for Practice." International Journal of Business and Management 14, no. 1 (December 18, 2018): 76. http://dx.doi.org/10.5539/ijbm.v14n1p76.

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The aim of this literature review is to analyze the current situation of the offshoring industry and relate the offshoring practices into Sri Lankan context to identify the loopholes. Thereby this review identifies the challenges and opportunities for the expansion of offshoring industry in general and specific to Sri Lanka as a destination. Based on the review of 120 offshoring articles, this study extracts the insights for practice based on popular offshoring frameworks. Mainly three key major models were identified including Chile offshore services value chain, key provider evaluation criterion and A. T Kearney Global Services Location Index. These frameworks are presented with the aim of identifying a suitable study framework for future research in relation to the Sri Lankan context. This Literature review is organized into four sections such as offshoring: definitions & terms, current situation analysis, challenges of offshoring and research frameworks.

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7

Park, Soonchan. "Services Offshoring and Comparative Advantage." Institute for Future Growth 5, no. 1 (June 30, 2019): 69–85. http://dx.doi.org/10.29143/kuifg.2019.5.1.69.

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8

Metters, Richard, and Rohit Verma. "History of offshoring knowledge services." Journal of Operations Management 26, no. 2 (March 4, 2007): 141–47. http://dx.doi.org/10.1016/j.jom.2007.02.012.

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9

Balint, Bryon. "Process Frameworks in Services Offshoring." International Journal of Information Systems in the Service Sector 7, no. 4 (October 2015): 48–65. http://dx.doi.org/10.4018/ijisss.2015100103.

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Prior research has characterized the adoption of process standards as a multi-stage effort ranging from the initial implementation through institutionalization. However, relationships between these adoption stages have not been examined significantly. In this study the author analyzes performance data from a large service provider that has implemented a process standardization framework for services offshoring. The author evaluates how process standardization influences service delivery performance, and how the effect of standardization differs based on the implementation effort for each new process and the complexity of the task for which the process is implemented. The results indicate that performance on complex tasks increases to a greater extent after standardization than performance on simple tasks. Contrary to expectations, by itself higher implementation effort is not associated with greater performance improvement after standardization occurs. Rather, performance on complex tasks improves to a greater extent following a higher implementation effort than after a lower implementation effort.

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10

Fuster, Begoña, Adelaida Lillo-Bañuls, and Carmen Martínez-Mora. "Offshoring of services as a competitive strategy in the tourism industry." Tourism Economics 24, no. 8 (July 24, 2018): 963–79. http://dx.doi.org/10.1177/1354816618785536.

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The offshoring of services has steadily expanded in recent years and acquired growing importance in certain tourism subsectors. The present study analyses for the first time the offshoring indices and the trend seen in tourism services, based on input–output data (Spanish National Accounts) during the 2000–2007 expansive period. A distinction is made between offshoring associated with international fragmentation of production and offshoring due to a shift from domestic to foreign suppliers. The results point to a relocation of intermediate services to foreign countries in certain tourism subsectors (including travel agencies and air and maritime transport), involving both the international fragmentation of production and a substitution of the source of supply.

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11

Gupta, Amar, David A. Gantz, Devin Sreecharana, and Jeremy Kreyling. "The Interplay of Offshoring of Professional Services, Law, Intellectual Property, and International Organizations." International Journal of Strategic Information Technology and Applications 3, no. 2 (April 2012): 47–71. http://dx.doi.org/10.4018/jsita.2012040104.

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This paper covers four issues essential to understanding the interplay between law, the offshoring of professional services, intellectual property, and international organizations. First, this paper examines the extent to which evolving international conventions restrict the ability of countries, especially developed countries, to inhibit offshoring with the objective of protecting jobs at home. Second, it looks at statistics from independent sources to see if the U.S. ultimately benefits or loses when outsourcing occurs—i.e., whether offshoring exceeds insourcing, or vice versa, in the case of the U.S. Third, it cites specific examples to predict future legal trends in outsourcing. Fourth, it looks at the intellectual property aspects of outsourcing, and suggests equitable protection of intellectual property in an economy with increased offshoring.

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Stringfellow, Anne, Mary B. Teagarden, and Winter Nie. "Invisible costs in offshoring services work." Journal of Operations Management 26, no. 2 (March 4, 2007): 164–79. http://dx.doi.org/10.1016/j.jom.2007.02.009.

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13

Brandl, Kristin. "Direct and indirect value creation in offshored knowledge-intensive services." International Journal of Physical Distribution & Logistics Management 47, no. 2/3 (March 6, 2017): 137–55. http://dx.doi.org/10.1108/ijpdlm-09-2015-0239.

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Purpose Despite increasing interest in offshoring of knowledge-intensive services, it is still undetermined as to whether the sourcing of services truly creates the anticipated value for clients. Moreover, even less is known about whether value is created for service providers in the process beyond the general service trade. This lack of knowledge is due to the challenges of capturing value creation, the unique production process of the services, and the impact of offshoring on both value creation and the production process. The purpose of this paper is to study offshored service production processes of knowledge-intensive services in order to identify direct and indirect value creation for clients as well as service providers in the process. Design/methodology/approach The paper applies a multiple case study method and studies one conglomerate with three offshored service production processes. The chosen method allows for the investigation of the service production process and indirect/direct value creation within the process. Findings The study finds that there is direct value creation for the client and the service provider towards the end of the production processes as expected. However, more importantly, it finds additional indirect value creation in various production stages. The indirect value is reflected in enhanced understanding of problems and own operations for the client and increased knowledge about clients and problem-solving approaches for the service provider. Research limitations/implications This study contributes to offshoring literature by providing a comprehensive understanding of value creation in service offshoring for clients as well as service providers. It also contributes to the service management literature as a study of direct and indirect value creation in services, particularly within the production process of the services. Practical implications The study allows practitioners to gain insights on the value creation logic of offshored services and the value created beyond that logic. More specifically, it allows client firms to gain details of various values and benefits of service offshoring and service provider firms to gain a focused perspective on value creation in their own service production that can lead to competitive advantages. Originality/value The paper is novel and original through its approach to study offshoring from a value creation logic perspective, including not only the client but also the service provider perspective. It also applies a service production process perspective that is novel in offshoring literature.

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14

Gião, Paulo Roberto, and Moacir De Miranda Oliveira Júnior. "UM ESTUDO SOBRE O POTENCIAL DO BRASIL COMO PÓLO DE OFFSHORING DE SERVIÇOS DOI:10.7444/fsrj.v1i1.6." Future Studies Research Journal: Trends and Strategies 1, no. 1 (January 16, 2009): 106–29. http://dx.doi.org/10.24023/futurejournal/2175-5825/2009.v1i1.6.

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The transfer of part of or an entire value chain to a low-cost site—a practice known as offshoring—has expanded across various countries in the world.Initially, companies began outsourcing their services to developing countries solely to reduce costs, but today, they also continue this practice in order to have access to a qualified workforce.The goal of this study is to identify Brazil’s potential as a service provider for other countries. To this end, a comparison was established between the characteristics of Brazil and India, taking into consideration the drivers that transformed the latter into today’s primary offshoring nerve center.It was verified that despite worldwide acknowledgement of the creative and professional capability of Brazilians, the percentage of fluent English-speaking people is insufficient to allow for the expansion of call centers, back-office services and other kinds of offshoring in Brazil.Key-words: Offshoring, outsourcing, comparative study, Brazil, India.

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15

Joshi, Kailash, and Srikanth Mudigonda. "An analysis of India's Future Attractiveness as an Offshore Destination for IT and IT-Enabled Services." Journal of Information Technology 23, no. 4 (December 2008): 215–27. http://dx.doi.org/10.1057/jit.2008.13.

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Offshoring of services will shape the economic landscape for the coming decades, and present opportunities and challenges for individuals, organizations, and countries. Many countries are jostling in the global services marketplace to take advantage of the emerging opportunities. The success of an organization's offshoring initiative depends critically on the selection of a right destination; a wrong choice may result in a failure and impose significant costs. This paper presents a framework to assess the attractiveness of a target country, which identifies various motivating, inhibiting, and facilitating factors that may influence its attractiveness. The framework is used to analyze the future attractiveness of India, a topic that continues to be debated. The relative attractiveness of other potential competitors for offshoring of services is also discussed. Contrary to other analysts’ opinions, we conclude that India is likely to sustain its leading position for a long time in the services sector, and that it is likely to emerge as a global hub for the delivery of services, analogous to China's role in the manufacturing sector.

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16

Xu, Peng, and Yurong Yao. "Methodology Fit in Offshoring Software Development Projects." Information Resources Management Journal 27, no. 4 (October 2014): 66–81. http://dx.doi.org/10.4018/irmj.2014100104.

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Offshoring has become a viable alternative for companies to lower software development costs and leverage labor resources worldwide. To achieve success in offshoring software development projects, a vendor must choose appropriate development methodologies. This study aims to examine how methodology fit affects offshoring project performance. It proposes that methodology fit affects project performance through interfirm knowledge sharing between vendors and clients. In addition, the impact of methodology fit on knowledge sharing is dependent on relational capital between vendors and clients. A survey was conducted among software companies in China that provide offshoring services. 108 completed questionnaires were collected. The results confirm this article's hypotheses.

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Xu, Peng, and Yurong Yao. "Methodology Fit in Offshoring Software Development Projects." Information Resources Management Journal 28, no. 3 (July 2015): 42–58. http://dx.doi.org/10.4018/irmj.2015070104.

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Offshoring has become a viable alternative for companies to lower software development costs and leverage labor resources worldwide. To achieve success in offshoring software development projects, a vendor must choose appropriate development methodologies. This study aims to examine how methodology fit affects offshoring project performance. The authors propose that methodology fit affects project performance through interfirm knowledge sharing between vendors and clients. In addition, the impact of methodology fit on knowledge sharing is dependent on relational capital between vendors and clients. A survey was conducted among software companies in China that provide offshoring services. 108 completed questionnaires were collected. The results confirm the authors' hypotheses.

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18

Bjørge, Anne Kari, and Sunniva Whittaker. "Offshoring language-sensitive services: a case study." Corporate Communications: An International Journal 24, no. 1 (February 13, 2019): 79–95. http://dx.doi.org/10.1108/ccij-04-2018-0040.

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Purpose The purpose of this paper is to focus on corporate communication issues that arise when a company offshores language-sensitive services to a country which does not have a workforce with the required language skills. It explores the consequences of adopting a total immersion policy and annual testing regime to build and maintain linguistic competence among the workforce, with regard to motivation, challenges and coping strategies. Design/methodology/approach The approach adopted was semi-structured interviews with management and employee representatives, interviewed separately. The interviews were transcribed and submitted to content analysis, supported by relevant company information. Findings The company’s language policy has generated a user environment where language proficiency is developed in corporate interaction, and where the workforce is motivated by both intrinsic and extrinsic factors. Strategic decisions relating to language policy need to take the workforce’s input into account to discuss the testing regime with a view to test content and relevance. Research limitations/implications The findings relate to a limited material of 6 interviews with 14 interviewees in total. Practical implications The paper focusses on how to strike a balance between developing the skills needed to perform job tasks and preparing for new more complex tasks without demotivating the workforce. The conclusion sets out managerial implications. Social implications The paper contributes to understanding the dynamics of working in a multilingual context. Originality/value To the authors’ knowledge the specificities of offshoring of language-sensitive services with regard to motivation and coping strategies have not been explored previously. The fact that the services in question have to be carried out in a minor language and that a total immersion strategy has been adopted also represents something new.

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Thelen, Shawn T., and Terri Shapiro. "Predicting negative consumer reactions to services offshoring." Journal of Services Marketing 26, no. 3 (May 18, 2012): 181–93. http://dx.doi.org/10.1108/08876041211223988.

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20

Hollinshead, Graham, and Jane Hardy. "THE OFFSHORING OF FINANCIAL SERVICES: A REASSESSMENT." Regions Magazine 274, no. 1 (July 2009): 14–15. http://dx.doi.org/10.1080/13673882.2009.1033.

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21

Hollinshead, Graham, and Jane Hardy. "The offshoring of financial services: a reassessment." International Journal of Management Concepts and Philosophy 4, no. 1 (2010): 87. http://dx.doi.org/10.1504/ijmcp.2010.031304.

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22

Bunyaratavej, Kraiwinee, Eugene D. Hahn, and Jonathan P. Doh. "International offshoring of services: A parity study." Journal of International Management 13, no. 1 (March 2007): 7–21. http://dx.doi.org/10.1016/j.intman.2006.05.002.

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23

Yu, Kyoung-Hee, and Frank Levy. "Offshoring Professional Services: Institutions and Professional Control." British Journal of Industrial Relations 48, no. 4 (July 27, 2010): 758–83. http://dx.doi.org/10.1111/j.1467-8543.2010.00812.x.

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24

Wright, Tim. "Outsourcing – Financial Services Authority report on offshoring." Computer Law & Security Review 21, no. 6 (January 2005): 500–504. http://dx.doi.org/10.1016/j.clsr.2005.08.008.

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25

Jensen, J. Bradford, and Lori G. Kletzer. "Tradable Services: Understanding the Scope and Impact of Services Offshoring." Brookings Trade Forum 2005, no. 1 (2005): 75–116. http://dx.doi.org/10.1353/btf.2006.0014.

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26

Gal, Zoltan. "New Bangalores? The role of Central and Eastern Europe in business and IT services offshoring." Journal of Economic Development, Environment and People 2, no. 3 (September 30, 2013): 77. http://dx.doi.org/10.26458/jedep.v2i3.41.

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The paper discusses how the second global shift in business services provision and corporate restructuring open up new offshoring opportunities into Central and Eastern Europe (CEE). It explores three issues: First, it builds upon the theoretical framework of the ‘new paradigm of globalization, which considers offshoring as one of the most important globalizing forces of recent time. This results in a shift in global trade, namely from ‘trade in goods’ to ‘trade in tasks’ determined by the changing trends in the division of labour. Second, the paper gives an overview of services relocation into CEE in comparison with its Asian counterparts. As the EU expanded eastwards, the opportunities for European corporations to offshore their business services to these ‘nearshore’ locations increased. Building on the region’s nearshoring advantages such as geographical-cultural proximity and on their multilingual graduate sup ply, CEE is likely to utilise more value added quality-driven BPO and KPO services. Third, the paper examines the implications of offshoring for the home markets in CEE assessing its impact on their locations. It reveals the role of offshoring activities in the metropolitan transformation and discusses the factors that make the capital cities an increasingly attractive option for companies to relocate their services. Despite CEE has taken advantage on the trend supported by the global service delivery models reducing dependency on any single location, its further growth may be influenced by the worsening macro-conditions, and future prospect of the region depends largely on government incentives and on the success of exploiting talent pools offered by its provincial cities.

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Forman, Andrew M., Shawn Thelen, and Terri Shapiro. "Domestic versus offshore service providers." Journal of Service Management 26, no. 4 (August 17, 2015): 608–24. http://dx.doi.org/10.1108/josm-01-2015-0020.

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Purpose – Prior research has determined that consumers are opposed to services offshoring. The purpose of this paper is to determine the likelihood that consumers would choose a domestic vs an offshore service provider if asked to pay more, wait longer, or sacrifice service quality. Design/methodology/approach – The cost, time to wait, and quality of services provided (for two different services: taxes and customer service) were varied to determine respondent likelihood to choose a domestic as opposed to an offshore service provider when asked to pay more, wait longer, or sacrifice the quality of the service in return for access to a domestic service provider. Data were collected via survey research, using an internet panel. Findings – Results of repeated measures analysis indicated that customer loyalty to the domestic service provider significantly decreased as the cost or time to interact with a domestic service provider increased or the quality of service provided by the offshore service provider increased. Research limitations/implications – The research results signify that while customers, in general, may be opposed to services offshoring, they will “defect” or show less loyalty to the domestic service provider when asked to sacrifice time or money for that access. Respondents were asked to react to each trade-off as individual factors. Future research might combine these factors to determine interrelated tradeoffs. Practical implications – The research results signify that while customers, in general, may be opposed to services offshoring, they will “defect” or show less loyalty to the domestic service provider when asked to sacrifice time or money for that access. Originality/value – The paper extends research with regard to consumer reaction to service offshoring and provides insight into the trade-offs consumers might be willing to incur in return for access to domestic service providers. The paper is of value to practitioners and academic researchers.

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Hahn, Eugene D., and Kraiwinee Bunyaratavej. "Services cultural alignment in offshoring: The impact of cultural dimensions on offshoring location choices." Journal of Operations Management 28, no. 3 (November 10, 2009): 186–93. http://dx.doi.org/10.1016/j.jom.2009.10.005.

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KIRKEGAARD, JACOB F. "OFFSHORING, OUTSOURCING AND PRODUCTION RELOCATIONS — LABOR MARKET EFFECTS IN THE OECD AND DEVELOPING ASIA." Singapore Economic Review 53, no. 03 (December 2008): 371–418. http://dx.doi.org/10.1142/s021759080800304x.

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This paper evaluates data validity of available empirical sources and the extent of services sector labor market impact of offshoring in the US, EU-15 and Japan. A three-tier data validity hierarchy is identified, while the employment impact of offshoring in the three regions is found to be limited. Correspondingly, developing Asia is unlikely to experience large-scale employment gains as a destination region. Instead, the crucial role of domestic entrepreneurs in the growth of the Indian IT-related services industry is highlighted, as are the twin educational challenges facing developing Asia: the need to improve both primary and higher education simultaneously.

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Yoon, Sang-Chul. "The employment effects of offshoring: evidence from Korean manufacturing." Journal of Korea Trade 20, no. 1 (March 7, 2016): 21–34. http://dx.doi.org/10.1108/jkt-03-2016-002.

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Purpose – The purpose of this paper is to analyze the offshoring-employment relationship under globalization in Korean manufacturing for the period from 1998 to 2010 using industry-level panel data and Generalized Method of Moments. Design/methodology/approach – For the first time in the literature the type of trade specialization is taken into account, distinguishing manufacturing between export-specialized and import-specialized industries. Findings – There is evidence that materials and services offshoring have a significantly negative effect on employment in export-specialized industries. In contrast, there is a non-significant association in import-specialized industries. Research limitations/implications – These results may cast new light on the offshoring-employment relationship. Originality/value – Major contribution of this paper is that it sheds new light on the effect of offshoring on employment by distinguishing export-specialized industries from import-specialized industries.

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Lu, Lu, Gary Gregory, and Shawn Thelen. "Influence of country of origin and type of information exchanged on consequences of offshore service sentiment." Journal of Service Theory and Practice 30, no. 3 (May 11, 2020): 233–55. http://dx.doi.org/10.1108/jstp-02-2019-0045.

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PurposeThis research extends existing services offshoring literature by investigating how the type of information exchanged, technical support or personal billing, in conjunction with country-of-service-origin (COSO) influences consumer likelihood to react negatively (boycott issue importance, NWOM, perceived service quality) to an offshore service exchange.Design/methodology/approachStructural equations modelling is employed to assess relationships among constructs when country of service origin (New Zealand and the Philippines) and type of service provided (technical support and personal billing services) are varied. Using a scenario-based experimental design we collected 337 responses from a consumer panel across Australia.FindingsResults indicate that both COSO and type of information exchanged affect service sentiment. Overall, consumers feel more negative and more likely to punish a company for offshoring to culturally dissimilar countries such as the Philippines than to culturally similar ones such as New Zealand. However, consumers were more concerned with personal billing services provided from offshore providers than technical support, regardless of COSO.Practical implicationsPractitioners need to understand customer sentiment about services offshoring in general as well as the relationship between service type and country of service origin when designing the global service supply chain.Originality/valueThis study extends theory by applying a multi-dimensional portfolio perspective in examining customer sentiment of offshore services. Understanding the underlying bases of customer concerns and how companies can mitigate negative perceptions allows firms to better manage service offshore strategy.

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Mrsik, Jadranka, and Ninko Kostovski. "Offshoring Accounting Services: New opportunities for developing countries." Journal of Accounting and Management Information Systems 16, no. 1 (March 1, 2017): 132–46. http://dx.doi.org/10.24818/jamis.2017.01006.

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Popoli, Paolo, and Arturo Popoli. "Old and New Paradigms for IT Services Offshoring." International Journal of Information Systems in the Service Sector 1, no. 3 (July 2009): 47–64. http://dx.doi.org/10.4018/jisss.2009070104.

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34

Geishecker, I., and H. Gorg. "Services offshoring and wages: evidence from micro data." Oxford Economic Papers 65, no. 1 (December 1, 2011): 124–46. http://dx.doi.org/10.1093/oep/gpr055.

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35

Balint, Bryon, Chris Forman, and Sandra Slaughter. "Process capability and performance in business services offshoring." International Journal of Services Sciences 6, no. 1 (2017): 56. http://dx.doi.org/10.1504/ijssci.2017.088062.

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Forman, Chris, Sandra Slaughter, and Bryon Balint. "Process capability and performance in business services offshoring." International Journal of Services Sciences 6, no. 1 (2017): 56. http://dx.doi.org/10.1504/ijssci.2017.10009059.

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37

Chase, Kerry A. "Moving Hollywood Abroad: Divided Labor Markets and the New Politics of Trade in Services." International Organization 62, no. 4 (October 2008): 653–87. http://dx.doi.org/10.1017/s0020818308080235.

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Theories of trade and domestic politics have been applied extensively to manufacturing and agriculture; the political economy of trade in services, however, remains poorly understood. This article examines how the “offshoring” of services segments labor markets and places low-skilled and high-skilled labor at odds on trade issues. Drawing from a case where trade has been politically contentious of late—motion picture services in the United States—the article finds that offshoring can aggravate wage inequality, creating incentives for low-skilled workers to demand policy remedies. Consistent with this expectation, an ordered probit analysis of labor-group lobbying reveals that low-skilled occupations in motion picture services were most likely to support countervailing duties and Section 301 action against productions filmed abroad. The findings suggest that when services are tradable, labor-market cleavages are not purely factoral or sectoral, but occupational. This new politics of trade in services has important implications for trade policy in the United States and multilateral rulemaking in the World Trade Organization.

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38

Fuster García, Begoña, and Carmen Martínez Mora. "Offshoring of Services in Spain: International Fragmentation of Activities or Change in Procurement Sources?" Studies of Applied Economics 31, no. 2 (March 29, 2020): 655. http://dx.doi.org/10.25115/eea.v31i2.3344.

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This paper studies the offshoring of services and whether this phenomenon is linked to the international fragmentation of activities or to a shift in outsourcing to foreign rather than domestic suppliers. Analysis is performed using the National Accounting input-output tables of Spain’s National Institute for Statistics for the 2000-2007 period. The major findings reveal growth in the offshoring of intermediate services to foreign countries by service providers and manufacturing companies, with greater prevalence among the former. In manufacturing sectors, the analysis indicates that domestic suppliers are being replaced by their foreign counterparts. However, in service sectors these processes correspond mainly to the international fragmentation of activities.

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Worley, Loyita. "Outsourcing, Offshoring, Nearshoring, Onshoring – What's Going On?" Legal Information Management 12, no. 1 (March 2012): 9–11. http://dx.doi.org/10.1017/s1472669612000072.

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AbstractLoyita Worley outlines recent developments among law firms where outsourcing has been embraced in relation to their library, information and knowledge functions and services. She defines the terms and themes of the subject – outsourcing, offshoring, nearshoring and onshoring – and offers some thoughts for the future of legal information services in the commercial sector.

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Gião, Paulo Roberto, Moacir de Miranda Oliveira Júnior, and Eduardo Pinheiro Gondim de Vasconcellos. "Services offshoring and its strategic effects on value chains." BAR - Brazilian Administration Review 5, no. 3 (September 2008): 193–209. http://dx.doi.org/10.1590/s1807-76922008000300003.

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Metters, Richard. "A case study of national culture and offshoring services." International Journal of Operations & Production Management 28, no. 8 (July 18, 2008): 727–47. http://dx.doi.org/10.1108/01443570810888616.

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Sako, M. "Outsourcing and Offshoring: Implications for Productivity of Business Services." Oxford Review of Economic Policy 22, no. 4 (December 1, 2006): 499–512. http://dx.doi.org/10.1093/oxrep/grj029.

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Bunyaratavej, Kraiwinee, Jonathan Doh, Eugene D. Hahn, Arie Y. Lewin, and Silvia Massini. "Conceptual Issues in Services Offshoring Research: A Multidisciplinary Review." Group & Organization Management 36, no. 1 (December 15, 2010): 70–102. http://dx.doi.org/10.1177/1059601110390996.

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Jensen, Peter D. Ørberg. "A learning perspective on the offshoring of advanced services." Journal of International Management 15, no. 2 (June 2009): 181–93. http://dx.doi.org/10.1016/j.intman.2008.06.004.

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Helms, Marilyn M. "Business process offshoring: India and the global services revolution." Thunderbird International Business Review 47, no. 6 (2005): 765–73. http://dx.doi.org/10.1002/tie.20080.

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Honeycutt, Earl D., Vincent P. Magnini, and Shawn T. Thelen. "Solutions for customer complaints about offshoring and outsourcing services." Business Horizons 55, no. 1 (January 2012): 33–42. http://dx.doi.org/10.1016/j.bushor.2011.09.001.

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Nordås, Hildegunn Kyvik. "Make or Buy: Offshoring of Services Functions in Manufacturing." Review of Industrial Organization 57, no. 2 (July 1, 2020): 351–78. http://dx.doi.org/10.1007/s11151-020-09771-1.

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Lo, Henry. "Offshoring IT Services: A Framework for Managing Outsourced Projects." Electronic Journal of Information Systems in Developing Countries 24, no. 1 (April 2006): 1. http://dx.doi.org/10.1002/j.1681-4835.2006.tb00161.x.

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Taylor, Phil, and Peter Bain. "‘India calling to the far away towns’." Work, Employment and Society 19, no. 2 (June 2005): 261–82. http://dx.doi.org/10.1177/0950017005053170.

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In recent years prominent companies have migrated call centre services to India provoking much-publicized fears for the future of UK employment. This article challenges the widely-held assumption that offshoring voice services is a seamless undertaking, principally through an investigation of the Indian call centre labour process. This enquiry is informed initially by an analysis of the political-economic factors driving offshoring and shaping the forms of work organization to have emerged in India. A critical review of literature on call centre work organization provides a conceptual framework, through which Indian developments are analysed. Data comes from fieldwork conducted in India and a complete audit of the Scottish industry, through which UK trends can be evaluated. We conclude that the Indian industry reproduces in exaggerated and culturally-distinctive forms, a labour process that has proved problematical for employers and employees alike in the UK and elsewhere.

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Dossani, Rafiq. "Globalization and the Offshoring of Services: The Case of India." Brookings Trade Forum 2005, no. 1 (2005): 241–67. http://dx.doi.org/10.1353/btf.2006.0012.

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