تاثیر توانایی مدیریت بر پیوستگی ارتباط عملکرد منابع : بررسی ارائه دهندگان خدمات برون سپاری هندی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|643||2012||11 صفحه PDF||سفارش دهید||1 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of World Business, Volume 47, Issue 1, January 2012, Pages 145–155
The increase in offshore outsourcing of information technology-enabled business processes has renewed scholarly attention to better understand the dynamics of service provider firms. In this study, we examine how offshore outsourcing service providers’ internal and relational resources and capabilities jointly predict their economic performance. Analysis of data collected from a sample of 105 Indian service providers suggest that rent generation from firm-specific, idiosyncratic resources is positively moderated by the level of management capability possessed by such firms. Theoretical and managerial implications of the findings are discussed and avenues of future research are offered.
Offshore outsourcing occurs when firms hand over their value chain activities to foreign, independent service providers (Bunyaratavej et al., 2008 and Doh, 2005). Research delving into the intricacies of this phenomenon stress that offshore service providers are important ally in the value creation mechanism (Kedia and Mukherjee, 2009 and Zaheer et al., 2009) and that success of offshore outsourcing is largely contingent on their performance. Very little attention, however, has been accorded to understand the context of offshore service providers (Lahiri and Kedia, 2009 and Zaheer et al., 2009). In particular, research focusing on their internal assets and overall performance has remained inadequate so far. In this paper, we attempt to examine the empirical linkages among provider firm-specific resources, capabilities, and performance, and shed light on the competitive dynamics of Indian offshoring service providers. Resource-based view (RBV) of the firm suggests that ability to attain higher performance is determined by the nature of strategic resources possessed and utilized by firms (Barney, 1991 and Wernerfelt, 1984). Extending this view to the current context suggests that performance of offshore outsourcing provider firms should be a function of various strategic resources that are possessed and deployed by these firms. Indeed, several firm-specific resources, such as human capital, organizational capital, client-provider partnership quality etc., have been highlighted in the literature as crucial determinants of provider firm performance (Feeny et al., 2005 and Lahiri and Kedia, 2009). These resources, in addition to being possessed, need to be strategically deployed and leveraged (Sirmon et al., 2008 and Sirmon and Hitt, 2003) by firms in order to generate superior performance and competitive advantage. More specifically, while a provider firm's idiosyncratic resources and innovative knowledge assets may contribute to its performance (He & Wang, 2009), such resources must be managed and deployed effectively to realize competitive advantage. International business (IB) and strategic management scholars have called for studies that identify firm-level capabilities needed to effectively manage various organizational resources (Manning et al., 2008 and Sirmon et al., 2007). In responding to such calls, this study intends to fill an important research void by exploring the moderating influences of management capability on the degree to which firm-specific resources are able to contribute to firm performance. We propose that improving provider performance through rent generating resources requires an emphasis on management capability, defined as the ability to assemble, integrate, and deploy various firm-specific resources, in particular human, organizational and relational, to fulfill diverse client-related business requirements (Lahiri & Kedia, 2009).
نتیجه گیری انگلیسی
In this study we have enhanced understanding of offshore outsourcing as a growing organizational strategy by focusing on provider firms that execute business processes for their global clients. Drawing on the theoretical underpinnings of RBV, we addressed how management capability of providers impact resource–performance relationships. Results indicated that three intangible resources – human capital, organizational capital, and partnership quality – influence firm performance positively and significantly. But more importantly, our findings suggested that management capability positively moderates the relationships between these intangible resources and firm performance. That is, while high management capability resulted in strong resource–performance relationships, low management capability was found to result in relatively weaker associations. These findings are in line with previous research on the moderating effects of organizational capabilities on resources-performance linkage (e.g., Eddleston et al., 2008 and Kotabe et al., 2002). The findings also resonate with prior research relating to the contribution of human, organizational, and relational capital on organizational performance (Lee and Kim, 1999, Reed et al., 2006 and Subramanium and Youndt, 2005).