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Emerging capability or continuous challenge? Relocating knowledge work and managing process interfaces

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  • Stephan Manning
  • Thomas Hutzschenreuter
  • Alexander Strathmann

Abstract

This study examines interface management as a dynamic organizational capability supporting an increasing global distribution of knowledge work, based on an in-depth case of an automotive supplier. We show how local responses to experiences of task and interface ambiguity following the relocation of R&D processes may lead to a shift of organizational attention from ex-ante process design to continuous process and interface management. Findings suggest that flexible interface manager positions and partnership structures across locations facilitate local experimentation with effective transfer and handling of ambiguous and partially tacit tasks. This enhances the firm's capacity to distribute an increasing variety of knowledge work. Findings stress the importance of interface management in supporting the effective global re-organization of knowledge work, as well as the role of local experimentation, centralized global learning, and flexible structural support for dynamic global capability development. Copyright 2013 The Author 2012. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved., Oxford University Press.

Suggested Citation

  • Stephan Manning & Thomas Hutzschenreuter & Alexander Strathmann, 2013. "Emerging capability or continuous challenge? Relocating knowledge work and managing process interfaces," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 22(5), pages 1159-1193, October.
  • Handle: RePEc:oup:indcch:v:22:y:2013:i:5:p:1159-1193
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    File URL: http://hdl.handle.net/10.1093/icc/dts034
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    Citations

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    Cited by:

    1. Stephan Manning & Silvia Massini & Carine Peeters & Arie Y. Lewin, 2018. "The changing rationale for governance choices: Early vs. late adopters of global services sourcing," Strategic Management Journal, Wiley Blackwell, vol. 39(8), pages 2303-2334, August.
    2. Manning, Stephan, 2014. "Mitigate, tolerate or relocate? Offshoring challenges, strategic imperatives and resource constraints," Journal of World Business, Elsevier, vol. 49(4), pages 522-535.
    3. Mattarelli, Elisa & Tagliaventi, Maria Rita & Carli, Giacomo & Gupta, Amar, 2017. "The Role of Brokers and Social Identities in the Development of Capabilities in Global Virtual Teams," Journal of International Management, Elsevier, vol. 23(4), pages 382-398.
    4. Niccolò Pisani & Joan Enric Ricart, 2018. "Offshoring Innovation to Emerging Countries: The Effects of IP Protection and Cultural Differences on Firms’ Decision to Augment Versus Exploit Home-Base-Knowledge," Management International Review, Springer, vol. 58(6), pages 871-909, December.
    5. Lobo, Sunila & Whyte, Jennifer, 2017. "Aligning and Reconciling: Building project capabilities for digital delivery," Research Policy, Elsevier, vol. 46(1), pages 93-107.

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