Article

Journal of International Business Studies (2009) 40, 642–667. doi:10.1057/jibs.2008.77

Offshoring and the global distribution of work: Implications for task interdependence theory and practice

Kuldeep Kumar1,2,3, Paul C van Fenema4,5 and Mary Ann von Glinow6

  1. 1GDW Foundation, Bangalore, India
  2. 2Department of IS, City University of Hong Kong, Hong Kong
  3. 3DSIS Department, Florida International University, Miami, USA
  4. 4Netherlands Defense Academy, The Netherlands
  5. 5Tilburg University, The Netherlands
  6. 6College of Business Administration, Florida International University, Miami, USA

Correspondence: PC van Fenema, Netherlands Defense Academy, Faculty of Military Sciences, Section Management, Organization and Defense Economy, PO Box 90002, Breda NL-4800 PA, The Netherlands. Tel: +31 76 5273878; Fax: +31 76 5273255

Received 19 January 2007; Revised 15 January 2008; Accepted 28 January 2008; Published online 30 October 2008.

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Abstract

A recent Offshoring Research Network (ORN) global survey of offshoring shows that since 2004 management concerns about operational issues on achieving the benefits of offshoring have increased significantly. In this paper we examine inter-task interdependence, a key operational determinant of inter-site interaction and communications in offshoring. We analyze existing theories of interdependence to examine the extent to which they provide guidance for understanding the interaction and communication requirements between work segments that are offshored and distributed across the globe. Using a series of mini-cases on globally distributed work (GDW), we show how the traditional typology of interdependence developed in the 1960s and 1970s is no longer adequate for understanding and managing task interdependencies in GDW. We propose three concepts to address this problem: integration interdependence, "hand-offs", and information "stickiness". We then show how our revised typology of interdependence enables a better understanding of the interactions and communication requirements between sites. Using this revised theory we propose guidelines for work design, and examine their implications for practical offshoring and work-distribution decisions. Implications for theory and practice for MNEs engaged in offshore relationships are discussed.

Keywords:

offshoring, organization theory, control and coordination mechanisms, globally distributed work, task interdependence, multinational enterprises

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