Outsourcing and Offshoring

Edited by Ilan Oshri

© 2013 – Routledge

Purchasing Options:
Hardback: 9780415634489
pub: 2013-05-27
US Dollars$1465.00

About the Book

The expansion of outsourcing and offshoring activities, and the emergence of new sourcing models, have profoundly challenged existing management concepts and practices. Consequently, it has become increasingly important to understand the phenomenon and its implications for business and management. The study of outsourcing and offshoring continues rapidly to develop but, in the last decade especially, several areas have emerged as crucial to the comprehension of offshoring and outsourcing. First, researchers have attempted to understand the strategic intent behind outsourcing and offshoring and the determinants in such decisions. Second, numerous studies have examined the risk and success factors. Third, research has taken a keen interest in exploring capabilities, knowledge, and culture in outsourcing and offshoring. Finally, more recent studies have focused on advancements in the practice of outsourcing and offshoring following the introduction of cloud computing.

By addressing these four areas in particular, along with other critical questions, this new four-volume collection from Routledge brings together a vast body of knowledge on outsourcing and offshoring. Fully indexed and including a new introduction by the editor, it is an essential research resource.

Table of Contents

Volume I

1. S. Ang and D. W. Straub, ‘Production and Transaction Economies and IS Outsourcing: A Study of the US Banking Industry’, MIS Quarterly, 1998, 22, 4, 535–52.

2. A. Y. Lewin and C. Peeters, ‘Offshoring Work: Business Hype or the Onset of Fundamental Transformation?’, Long Range Planning, 2006, 39, 3, 221–39.

3. R. Matters, ‘A Typology of Offshoring and Outsourcing in Electronically Transmitted Services’, Journal of Operations Management, 2008, 26, 2, 198–211.

4. Y. Li, Y. Liu, M. Li, and H. Wu, ‘Transformational Offshore Outsourcing: Empirical Evidence from Alliances in China’, Journal of Operations Management, 2008, 26, 2, 257–74.

5. M. Demirbag and K. W. Glaiser, ‘Factors Determining Offshore Location Choice for R&D Projects: A Comparative Study of Developed and Emerging Regions’, Journal of Management Studies, 2010, 47, 8, 1534–60.

6. R. Mudambi and M. Venzin, ‘The Strategic Nexus of Offshoring and Outsourcing Decisions’, Journal of Management Studies, 2010, 47, 8, 1510–33.

7. L. Loh and N. Venkatraman, ‘Determinants of Information Technology Outsourcing: A Cross-Sectional Analysis’, Journal of Management Information Systems, 1992, 9, 1, 7–18.

8. R. Liu, D. J. Feils, and B. Scholnick, ‘Why are Different Services Outsourced to Different Countries?’, Journal of International Business Studies, 2011, 42, 4, 558–71.

9. A. Y. Lewin, S. Massini, and C. Peeters, ‘Why are Companies Offshoring Innovation? The Emerging Global Race for Talent’, Journal of International Business Studies, 2009, 40, 8, 1406.

10. J. P. Doh, K. Bunyaratavej, and E. D. Hahn, ‘Separable but Not Equal: The Location Determinants of Discrete Services Offshoring Activities’, Journal of International Business Studies, 2009, 40, 6, 926–43.

11. J. Cronk and J. Sharp, ‘A Framework for Deciding What to Outsource in Information Technology’, Journal of Information Technology, 1995, 10, 4, 259–67.

12. M. Kotabe and J. Y. Murray, ‘Global Procurement of Service Activities by Service Firms’, International Marketing Review, 2004, 21, 6, 615–33.

13. K. Han, R. J. Kauffman, and B. R. Nault, ‘Returns to Information Technology Outsourcing’, Information Systems Research, 2011, 22, 4, 824–40.

14. J. Barthélemy and D. Geyer, ‘An Empirical Investigation of IT Outsourcing Versus Quasi-Outsourcing in France and Germany’, Information and Management, 2005, 42, 4, 533–42.

15. J. T. C. Teng, M. J. Cheon, and V. Grover, ‘Decisions to Outsource Information-Systems Functions: Testing a Strategy-Theoretic Discrepancy Model’, Decision Sciences, 1995, 26, 1, 75–103.

16. M. Sako, ‘Outsourcing Versus Shared Services’, Communications of the ACM, 2010, 53, 7, 27–9.

17. K. Nam, S. Rajagopalan, H. R. Rao, and A. Chaudhury, ‘A Two-Level Investigation of Information Systems Outsourcing’, Communications of the ACM, 1996, 39, 7, 36–44.


18. J. Rottman and M. Lacity, ‘Proven Practices for Effectively Offshoring IT Work’, Sloan Management Review, 2006, 47, 3, 56–63.

19. S. Cullem, P. B. Seddon, and L. P. Willcocks, ‘IT Outsourcing Configuration: Research into Defining and Designing Outsourcing Arrangements’, Journal of Strategic Information Systems, 2005, 14, 4, 357–87.

20. P. Chalos and J. Y. Sung, ‘Outsourcing Decisions and Managerial Incentives’, Decision Sciences, 1998, 29, 4, 901–19.

21. L. Poppo and T. Zenger, ‘Do Formal Contracts and Relational Governance Function as Substitutes or Complements?’, Strategic Management Journal, 2002, 23, 8, 707–25.

22. J. Barthélemy, ‘The Hidden Costs of IT Outsourcing’, Sloan Management Review, 2001, 42, 3, 60–9.

23. B. Bahli and S. Rivard, ‘Validating Measures of Information Technology Outsourcing Risk Factors’, Omega, 2005, 33, 2, 175–87.

24. E. D. Hahn, J. P. Doh, and K. Bunyaratavej, ‘The Evolution of Risk in Information Systems Offshoring: The Impact of Home Country Risk, Firm Learning, and Competitive Dynamics’, MIS Quarterly, 2009, 33, 3, 597–616.

25. D. Gefen, S. Wyss, and Y. Lichtenstein, ‘Business Familiarity as Risk Mitigation in Software Development Outsourcing Contracts’, MIS Quarterly, 2008, 32, 3, 531–51.

26. A. Gopal, K. Sivaramakrishnan, M. Krishnan, and T. Mukhopadhyay, ‘Contracts in Offshore Software Development: An Empirical Analysis’, Management Science, 2003, 49, 12, 1671–83.

27. D. Whitten and R. Wakefield, ‘Measuring Switching Costs in IT Outsourcing Services’, Journal of Strategic Information Systems, 2006, 15, 3, 219–48.

28. S. M. Handley and W. C. Benton, Jr., ‘The Influence of Exchange Hazards and Power on Opportunism in Outsourcing Relationships’, Journal of Operations Management, 2012, 30, 1–2, 55–68.

29. S. M. Handley, ‘The Perilous Effects of Capability Loss on Outsourcing Management and Performance’, Journal of Operations Management, 2012, 30, 1–2, 152–65.

30. A. Stringfellow, M. B. Teagarden, and W. Nie, ‘Invisible Costs in Offshoring Services Work’, Journal of Operations Management, 2008, 26, 2, 164–79.

31. W. Oh, M. Gallivan, and J. Kim, ‘The Market’s Perception of the Transactional Risks of Information Technology Outsourcing Announcements’, Journal of Management Information Systems, 2006, 22, 4, 271–303.

32. R. Aron, E. Clemons, and S. Reddi, ‘Just Right Outsourcing: Understanding and Managing Risk’, Journal of Management Information Systems, 2005, 22, 2, 37–55.

33. D. Dey, M. Fan, and C. Zhang, ‘Design and Analysis of Contracts for Software Outsourcing’, Information Systems Research, 2010, 21, 1, 93–114.

34. C. L. Iacovou and R. Nakatsu, ‘A Risk Profile of Offshore-Outsourced Development Projects’, Communications of the ACM, 2008, 51, 6, 89–94.

35. S. Sakthivel, ‘Managing Risk in Offshore Systems Development’, 2007, 50, 4, 69–75.


36. D. Feeny, M. Lacity, and L. Willcocks, ‘Taking the Measure of Outsourcing Providers’, Sloan Management Review, 2005, 46, 3, 40–8.

37. P. W. L. Vlaar, P. C. van Fenema, and V. Tiwari, ‘Cocreating Understanding and Value in Distributed Work: How Members of Onsite and Offshore Vendor Teams Give, Make, Demand, and Break Sense’, MIS Quarterly, 2008, 32, 2, 227–55.

38. N. Levina and E. Vaast, ‘Innovating or Doing as Told? Status Differences and Overlapping Boundaries in Offshore Collaboration’, MIS Quarterly, 2008, 32, 2, 307–32.

39. P. M. Leonardi and D. E. Bailey, ‘Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-Based Offshoring’, MIS Quarterly, 2008, 32, 2, 411–36.

40. N. Levina and J. W. Ross, ‘From the Vendor’s Perspective: Exploring the Value Proposition in Information Technology Outsourcing’, MIS Quarterly, 2003, 27, 3, 331–64.

41. K. Kumar, P. C. van Fenema, and M. A. von Glinow, ‘Offshoring and the Global Distribution of Work: Implications for Task Interdependence Theory and Practice’, Journal of International Business Studies, 2009, 40, 4, 642–67.

42. J. W. Rottman, ‘Successful Knowledge Transfer Within Offshore Supplier Networks: A Case Study Exploring Social Capital in Strategic Alliances’, Journal of Information Technology, 2008, 23, 1, 31–43.

43. S. Sarker and S. Sarker, ‘Exploring Agility in Distributed Information Systems Development Teams: An Interpretive Study in an Offshoring Context’, Information Systems Research, 2009, 20, 3, 440–61.

44. A. Wong, D. Tjosvold, and N. Yi-Feng Chen, ‘Managing Outsourcing to Develop Business: Goal Interdependence for Sharing Effective Business Practices in China’, Human Relations, 2010, 63, 10, 1563–86.

45. N. Mehta and A. Mehta, ‘It Takes Two to Tango: How Relational Investments Improve IT Outsourcing Partnerships’, Communications of the ACM, 2010, 53, 2, 160–4.

46. J. Kotlarsky and I. Oshri, ‘Social Ties, Knowledge Sharing and Successful Collaboration in Globally Distributed System Development Projects’, European Journal of Information Systems, 2005, 14, 1, 37–48.

47. I. Oshri, P. C. van Fenema, and J. Kotlarsky, ‘Knowledge Transfer in Globally Distributed Teams: The Role of Transactive Memory’, Information Systems Journal, 2008, 18, 6, 593–616.

48. K. J. Mason, I. Oshri, and S. Leek, ‘Shared Learning in Supply Networks: Evidence from an Emerging Market Supply Network’, European Journal of Marketing, 2012, 46, 11.

49. I. Oshri, J. Kotlarsky, and L. P. Willcocks, ‘Global Software Development: Exploring Socialization in Distributed Strategic Projects’, Journal of Strategic Information Systems, 2007, 16, 1, 25–49.

50. S. L. Jarvenpaa and E. Keating, ‘Hallowed Grounds: The Role of Cultural Values, Practices, and Institutions in TMS in an Offshored Complex Engineering Services Project’, IEEE Transactions on Engineering Management, 2011, 58, 4, 786–98.

51. D. Feeny and L. P. Willcocks, ‘Core IS Capabilities for Exploiting Information Technology’, Sloan Management Review, 1998, 39, 3, 9–21.


52. V. Mahnke, J. Wareham, and N. Bjorn-Andersen, ‘Offshore Middlemen: Transnational Intermediation in Technology Sourcing’, Journal of Information Technology, 2008, 23, 1, 18–30.

53. P. J. Agerfalk and B. Fitzgerald, ‘Outsourcing to an Unknown Workforce: Exploring Opensourcing as a Global Sourcing Strategy’, MIS Quarterly, 2008, 32, 2, 385–409.

54. P. Tambe and L. M. Hitt, ‘Now IT’s Personal: Offshoring and the Shifting Skill Composition of the US Information Technology Workforce’, Management Science, 2012, 58, 4, 678–95.

55. S. M. Mudambi and S. Tallman, ‘Make, Buy or Ally? Theoretical Perspectives on Knowledge Process Outsourcing through Alliances’, Journal of Management Studies, 2010, 47, 8, 1434–56.

56. M. Jesus Nieto and A. Rodriguez, ‘Offshoring of R&D: Looking Abroad to Improve Innovation Performance’, Journal of International Business Studies, 2011, 42, 3, 345–61.

57. M. C. Lacity, S. Solomon, A. Yan, and L. P. Willcocks, ‘Business Process Outsourcing Studies: A Critical Review and Research Directions’, Journal of Information Technology, 2011, 26, 4, 221–58.

58. H. Tanriverdi, P. Konana, and L. Ge, ‘The Choice of Sourcing Mechanisms for Business Processes’, Information Systems Research, 2007, 18, 3, 280–302.

59. S. Marston, Z. Li, S. Bandyopadhyay, J. Zhang, and A. Ghalsasi, ‘Cloud Computing: The Business Perspective’, Decision Support Systems, 2011, 51, 1, 176–89.

60. D. Whitten and D. Leidner, ‘Bringing IT Back: An Analysis of the Decision to Backsource or Switch Vendors’, Decision Sciences, 2006, 37, 4, 605–21.

61. N. Levina and N. Su, ‘Global Multisourcing Strategy: The Emergence of a Supplier Portfolio in Services Offshoring’, Decision Sciences, 2008, 39, 3, 541–70.

62. N. Su, R. Akkiraju, N. Nayak, and R. Goodwin, ‘Shared Services Transformation: Conceptualization and Valuation from the Perspective of Real Options’, Decision Sciences, 2009, 40, 3, 381–402.

63. B. Jiang, S. Talluri, and R. Calantone, ‘Determinants of Interoutsourcing: An Analytical Approach’, Decision Sciences, 2008, 39, 1, 65–84.

64. M. R. Weeks and D. Feeny, ‘Outsourcing: From Cost Management to Innovation and Business Value’, California Management Review, 2008, 50, 4, 127–46.

65. Y. Shi, ‘Today’s Solution and Tomorrow’s Problem: The Business Process Outsourcing Risk Management Puzzle’, California Management Review, 2007, 49, 3, 27–44.

66. A. Rothwell, I. Herbert, and W. Seal, ‘Shared Service Centers and Professional Employability’, Journal of Vocational Behaviour, 2011, 79, 1, 241–52.

67. I. Herbert and W. Seal, ‘Shared Services as a New Organisational Form: Some Implications for Management’, British Accounting Review, 2012, 44, 2, 83–97.

68. I. Oshri, J. Kotlarsky, and L. P. Willcocks, ‘Managing Dispersed Expertise in IT Offshore Outsourcing: Lessons from Tata Consultancy Services’, MISQ Quarterly, 2007, 6, 2, 53–65.

69. D. Gefen and E. Carmel, ‘Is the World Really Flat? A Look at Offshoring at an Online Programming Marketplace’, MIS Quarterly, 2008, 32, 2, 367–84.

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Critical Perspectives on Business and Management

Global Business is changing at an ever-faster rate. This has been paralleled by an unprecedented growth of activity at undergraduate and graduate levels of study. Covering the key disciplines within business and management studies, this series makes available collections of the most important literature within the field. Each set has a strong international focus and is supplemented with a substantial introduction and thorough index.

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