Coordination of globally distributed teams: A co-evolution perspective on offshoring
This article examines the coordination of an organization's onshore and offshore units from a co-evolution perspective. Literature based insights are combined with a case study of a leading IT-services provider to build new theory and a related propositional inventory. Counter-intuitively, our analysis suggests that managerial intent to promote onshore-offshore task coordination, by founding it on a common organization-wide identity and work context, can spark political conflict and result in the sub-optimal use of knowledge, skills and tools on individual projects. The analysis also reveals that effective solutions to the coordination problem are likely to emanate bottom-up, from practices that have been distilled from a range of routines and experiences as project teams learn and progressively accumulate knowledge of what works and what does not. We highlight the crucial role in this process of the senior management, proper timing of an offshore team's involvement in a project, horizontal communication and a joint onshore-offshore evaluation and reward system.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 20 (2011)
Issue (Month): 3 (June)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/133/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/133/bibliographic|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Lee Sproull & Sara Kiesler, 1986. "Reducing Social Context Cues: Electronic Mail in Organizational Communication," Management Science, INFORMS, vol. 32(11), pages 1492-1512, November.
- Robert S. Huckman & Bradley R. Staats & David M. Upton, 2009. "Team Familiarity, Role Experience, and Performance: Evidence from Indian Software Services," Management Science, INFORMS, vol. 55(1), pages 85-100, January.
- Murray, Fiona, 2002. "Innovation as co-evolution of scientific and technological networks: exploring tissue engineering," Research Policy, Elsevier, vol. 31(8-9), pages 1389-1403, December.
- Mannix, Elizabeth A., 1993. "Organizations as Resource Dilemmas: The Effects of Power Balance on Coalition Formation in Small Groups," Organizational Behavior and Human Decision Processes, Elsevier, vol. 55(1), pages 1-22, June.
- Martin Kenney & Silvia Massini & Thomas P Murtha, 2009. "INTRODUCTIONOffshoring administrative and technical work: New fields for understanding the global enterprise," Journal of International Business Studies, Palgrave Macmillan, vol. 40(6), pages 887-900, August.
- Richard L. Daft & Robert H. Lengel, 1986. "Organizational Information Requirements, Media Richness and Structural Design," Management Science, INFORMS, vol. 32(5), pages 554-571, May.
- Jorge Niosi & F. Ted Tschang, 2009. "The strategies of Chinese and Indian software multinationals: implications for internationalization theory," Industrial and Corporate Change, Oxford University Press, vol. 18(2), pages 269-294, April.
- Henk W. Volberda & Arie Y. Lewin, 2003. "Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution," Journal of Management Studies, Wiley Blackwell, vol. 40(8), pages 2111-2136, December.
- Samer Faraj & Lee Sproull, 2000. "Coordinating Expertise in Software Development Teams," Management Science, INFORMS, vol. 46(12), pages 1554-1568, December.
- Burgelman, Robert A., 2002. "Strategy as Vector and the Inertia of Co-evolutionary Lock-in," Research Papers 1745, Stanford University, Graduate School of Business.
When requesting a correction, please mention this item's handle: RePEc:eee:iburev:v:20:y:2011:i:3:p:278-290. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Shamier, Wendy)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.