With the current outsourcing market, outsourcing projects suppliers from emerging economies, such as India, act very actively; the knowledge intensity and management complexity of outsourcing projects is continuously enhanced, and the fact evokes a theoretical thinking on how service outsourcing effects technology development of outsourcing suppliers. Using the theory of knowledge management under the international production and analysis perspective of value chain, and software outsourcing is taken as the analytic object, first a decomposition of software value chain is made, and then knowledge nature and determinants of knowledge transfer are demonstrated. It is first pointed out that while the outsourcing businesses of outsourcing suppliers grows along with the value chain of software development from low end to high end, the tacit knowledge degree of value chain link covered by outsourcing activity is gradually increasing. Second, the evolvements of MNC strategy and absorption capacity construction are composed of two determinants of technology transfer. The method of knowledge management is transferred from simply codified knowledge requirements to the combination of codified knowledge and personalized communication. The absorption capacity of outsourcing suppliers as another determinant of knowledge transfer is built on organizational transformation oriented by outsourcing target and self technology effort plays an important role for effectively promoting the transformation of knowledge transfer.
Key words
software outsourcing /
technology transfer /
value chain
{{custom_sec.title}}
{{custom_sec.title}}
{{custom_sec.content}}
References
[1] Huber, G.P.. Organizational learning: the contributing processes and literature [J]. Organization Science.1991,Vol 2(1): PP88-115.
[2] Dixon, N.M.. Common Knowledge: how companies thrive by sharing what they know[M]. Harvard Business School Press, Boston, 2000: PP 34-87.
[3] Simonin,B.L.. An empirical investigation of the process of knowledge transfer in international strategic alliance [J]. Journal of International Business Studies. 2004, Vol(5):PP407-427.
[4] Faraj, S., & Sproull, L.. Coordinating expertise in software development teams [J]. Management Science. 2000, Vol. 46(12): PP1554-1568.
[5] Nevo, D.,& Wand, Y.. Organizational memory information systems: a transactive memory approach[J]. Decision Support Systems. 2005, Vol. 39(4): PP549-562.
[6] Pack, H.& Saggi, K.. Vertical technology transfer via international outsourcing[J]. Journal of Development Economics. 2001,Vol 65: PP389-415.
[7] Akgün, Byrne, Keskin, Lynn & Imamoglu. Knowledge networks in new product development projects: a transactive memory perspective [J]. Information & Management. 2005, Vol. 42(8): PP 1105-1120.
[8] Ancona, D.,Bresman,H.,& Kaeufer,K.. The Comparative advantage of X-teams[J], MIT Sloan Management Review. 2002, Vol 43(3): PP33-39.
[9] Desouza,K.C.,& Evaristo, J.R.. Managing knowledge in distributed projects [J].Communications of the ACM. 2004, Vol 47(4): PP87-91.
[10] E. Mahmoodzadeh,Tehran, Sh. Jalalinia & F. Nekui Yazdi. A Business process outsourcing framework based on business process management and knowledge management[J],Business Process Management Journal. 2009,Vol 15 (6): PP845-864.
[11] Hansen, M.T.. The search-transfer problem: the role of weak ties in sharing knowledge acrossorganization subunits[J]. Administrative Science Quarterly. 1999, Vol. 44(1): PP82-111
[12] Buckley & Carter. A Formal analysis of knowledge combination in multinational enterprises[J]. Journal of International Business Studies. 2004,Vol 35 (5): PP371-385.
[13] Almeida, P.& Grant,R.M.. International Corporations and cross-border knowledge transfer in the semiconductor industry, Carnegie Bosch Institute Working paper. 1998, Vol March: PP16-21.
[14] 关涛.跨国公司内部知识转移过程与影响因素的实证研究[M],复旦大学出版社,2006.
[15] Ilan Oshri, Julia Kotlarsky and Paul van Fenema. Information System Outsourcing [M]. Springer-Verlag Berlin Heidelberg Press, 2009: PP 35-60.
[16] Erran Carmel, Paul Tjia. Offshoring Information Technology: Sourcing and Outsourcing to a Global Workforce [M]. Cambridge University Press, 2006: PP 81-101.
[17] Currie, W. L., & Willcocks, L. P.. Analyzing four types of IT sourcing decisions in the context of scale, client/supplier interdependency and risk mitigation[J], Information Systems,1998, Vol 8(2): PP 119-143.
[18] Kern,T.. Exploring information technology outsourcing relationships: theory and practice [J].The Journal of Strategic Information Systems. 2000, Vol 9( 4) : PP 321-350.
[19] 刘志彪, 张杰.全球代工体系下发展中国家俘获型网络的形成、突破与对策: 基于GVC 与NVC 的比较视角[J].中国工业经济. 2007(5):39-47.
PDF(1040 KB)
