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By Wu Sh. L.

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Sample text

Regarding the difference of “offshore outsourcing” and “captive shared services” or “joint ventures”, it should be noted that the arguments of Kotabe (1990) that innovation potentials could be leveraged with offshore activities may apply in the context of technology centres. g. on process innovation, in their foreign subsidiary and transferring this knowledge back to the headquarters or other company subsidiar- Offshoring: Dimensions and Diffusion of a New Business Concept 21 ies. The aspect of search for unique resources aside of the cost advantages addressed above will be further explored at the company level with regards to the resource-based view.

Similar to the points concerning the resource-based view the questions to be explored further are which of the offshoring business models are chosen under which circumstances and how successful they prove under specific conditions. For practitioners, the consideration of strategic implications of the different offshoring options is essential. To choose one of the models becomes a strategic decision in terms of what supplier markets and/or customer markets the company wants to leverage to its advantage in the short and in the long run.

As to how “Offshoring” can be delimited from the often interchangeable mentioned “Offshore Outsourcing”, it was clarified and summarized in illustration 2 that “Offshoring” can comprise business models such as “Offshore Outsourcing”, “Offshore Development Centres” and “Captive Shared Services”, to be delimited from each other by the contractual/legal (make, hybrid or buy) dimension and to be delimited from other business models by the geographic dimension (not onshore or nearshore, but offshore).

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