留学生离岸外包服务分析作业怎么写 [2]
论文作者:英语论文论文属性:作业 Assignment登出时间:2014-10-07编辑:yangcheng点击率:8398
论文字数:3442论文编号:org201410011255449458语种:英语 English地区:加拿大价格:免费论文
关键词:离岸外包Economics Essay降低成本劳动力成业务战略
摘要:本文是一篇留学生离岸外包服务分析作业,离岸外包已经随着时间的推移达到了目前的状态,它被认为是许多组织业务战略的一个重要组成部分。离岸外包的这种增长已经受到很多内部和外部的力量的影响,形成了一定的环境条件并对组织产生了挑战。
is another key driver of services offshoring (Lewin et al, 2009; Bunyaratavej et al, 2007) . For instance, faced with the shortage and unavailability of trained personnel for the execution of certain IT tasks, organizations are forced to pursue offshoring strategies in order to get access to knowledgeable IT professionals. Offshore locations such as India has a large surplus pool of well trained IT professionals along with the required technical knowledge and skill, compelling firms to offshore work (Hirschheim et al, 2004). From an organization’s growth strategy perspective, there is another dimension to the large supply of skilled labor in these offshore locations. Offshore locations such as India and China represent a fast emerging middle class markets for many MNCs. As organizations learn to source and manage their activities in these offshore locations, it is likely to provide them with a number of long term advantages. For instance, firms can leverage this new found knowledge and skill while developing and customizing products and services to meet the requirements of the offshore market (Lewin et al, 2009). Microsoft’s large presence in China, with development centers in Beijing and Shanghai which devote a considerable amount of resources to Chinese language scripts and additional local requirements, represent this strategy (Carmel et al, 2009). Additionally, firms also realize that by moving offshore, they are more likely to get regulatory approval, licenses, permits and related activities in a timely manner (Lieberman, 2004).
According to Carmel et al (2009), the search for fresh perspectives in design, creativity, ideas and innovation also drive offshore outsourcing. For instance, in the automotive industry a number of Japanese companies established design centers in Southern California to seek fresh perspectives by gaining access to talented and trendy designers. By 2006, there were approximately 3600 people working in Japanese auto manufacturers technical design and R&D facilities in the US (Moavenzadeh, 2006). Firms also follow the approach of acquiring innovations offshore in order to gain access to fresh ideas. A number of global MNCs such as Intel, Cisco and IBM have acquired a number of start-ups in Israel, considered to be an incubator for new and innovative software technologies (Carmel et al, 2009).
Lacity et al (2009) argues that just as in domestic outsourcing, the bandwagon effect also has an influence on offshore outsourcing. Just the fact that a number of offshore outsourcing choices were available and that several firms were taking complete advantage of these choices compelled many firms to consider offshore outsourcing as a business strategy (Overby, 2003; Carmel & Agarwal, 2006). During the 1980s, large multinational companies such as General Electric and American Express pioneered offshore outsourcing by setting up operations in countries such as India. The activities of these multinationals provided the learning and comfort building mechanisms that acted as the foundation for the offshoring wave (Dossani & Kenney, 2003).
External Driving Forces
Although the internal driving forces, discussed above, was necessary, it was not the only forces which drove offshore outsourcing. There were also external driving forces which had an impact on the offshoring phenomenon.
The external driving forces can be classified into four main
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