Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm

Dmitrij Slepniov; Marcus M. Larsen; Brian Vejrum Wæhrens; Torben Pedersen; John Johansen

doi:10.1007/978-1-4471-4908-8_7

Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm

Dmitrij Slepniov, Marcus M. Larsen, Brian Vejrum Wæhrens, Torben Pedersen, John Johansen

International Business Research Group

Research output: Contribution to book/anthology/report/conference proceeding › Book chapter › Research › peer-review

1 Citation (Scopus)

Abstract

The purpose of this chapter is twofold: to explain why white-collar service work in manufacturing firms is increasingly subject to offshoring and to understand the effects of this process on work integration mechanisms. The empirical part of the study is based on two case studies of Danish manufacturers. First, the chapter finds that drivers of white-collar work offshoring in many respects are parallel to those of the earlier wave of blue-collar work offshoring, that is, cost minimisation and resource seeking. Second, due to the interdependence of white-collar tasks with the rest of the organisation, our results suggest that white-collar offshoring in manufacturing firms poses higher requirements to the organisational configuration and capabilities compared with blue-collar work. We conceptualise the effects of white-collar work offshoring in a framework relating white-collar work to integration mechanisms companies instigate to manage it on a global scale.

Original language	English
Title of host publication	The Offshoring Challenge : Strategic Design and Innovation for Tomorrow’s Organization
Editors	Torben Pedersen, Lydia Bals, Peter D. Ørberg-Jensen, Marcus M. Larsen
Number of pages	17
Place of Publication	London
Publisher	Springer Publishing Company
Publication date	2013
Pages	123-140
Chapter	7
ISBN (Print)	978-1-4471-4907-1
ISBN (Electronic)	978-1-4471-4908-8
DOIs	https://doi.org/10.1007/978-1-4471-4908-8_7
Publication status	Published - 2013

Keywords

White-collar work
Manufacturing firms
Offshoring
Case studies

Access to Document

10.1007/978-1-4471-4908-8_7

http://link.springer.com/book/10.1007/978-1-4471-4908-8/page/1

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Global Operations Networks (GONE)
Wæhrens, B. V., Johansen, J., Niang, M., Slepniov, D., Østergaard, C. R. & Timmermans, B.
<ingen navn>, Forsknings- og Innovationsstyrelsen
23/01/2009 → 23/01/2012
Project: Research

Cite this

Slepniov, D., M. Larsen, M., Wæhrens, B. V., Pedersen, T., & Johansen, J. (2013). Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm. In T. Pedersen, L. Bals, P. D. Ørberg-Jensen, & M. M. Larsen (Eds.), The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization (pp. 123-140). Springer Publishing Company. https://doi.org/10.1007/978-1-4471-4908-8_7

Slepniov, Dmitrij ; M. Larsen, Marcus ; Wæhrens, Brian Vejrum et al. / Offshoring White-Collar Work : An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm. The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization. editor / Torben Pedersen ; Lydia Bals ; Peter D. Ørberg-Jensen ; Marcus M. Larsen. London : Springer Publishing Company, 2013. pp. 123-140

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abstract = "The purpose of this chapter is twofold: to explain why white-collar service work in manufacturing firms is increasingly subject to offshoring and to understand the effects of this process on work integration mechanisms. The empirical part of the study is based on two case studies of Danish manufacturers. First, the chapter finds that drivers of white-collar work offshoring in many respects are parallel to those of the earlier wave of blue-collar work offshoring, that is, cost minimisation and resource seeking. Second, due to the interdependence of white-collar tasks with the rest of the organisation, our results suggest that white-collar offshoring in manufacturing firms poses higher requirements to the organisational configuration and capabilities compared with blue-collar work. We conceptualise the effects of white-collar work offshoring in a framework relating white-collar work to integration mechanisms companies instigate to manage it on a global scale.",

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Slepniov, D, M. Larsen, M, Wæhrens, BV, Pedersen, T & Johansen, J 2013, Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm. in T Pedersen, L Bals, PD Ørberg-Jensen & M M. Larsen (eds), The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization. Springer Publishing Company, London, pp. 123-140. https://doi.org/10.1007/978-1-4471-4908-8_7

Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm. / Slepniov, Dmitrij; M. Larsen, Marcus; Wæhrens, Brian Vejrum et al.
The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization. ed. / Torben Pedersen; Lydia Bals; Peter D. Ørberg-Jensen; Marcus M. Larsen. London: Springer Publishing Company, 2013. p. 123-140.

Research output: Contribution to book/anthology/report/conference proceeding › Book chapter › Research › peer-review

TY - CHAP

T1 - Offshoring White-Collar Work

T2 - An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm

AU - Slepniov, Dmitrij

AU - M. Larsen, Marcus

AU - Wæhrens, Brian Vejrum

AU - Pedersen, Torben

AU - Johansen, John

PY - 2013

Y1 - 2013

N2 - The purpose of this chapter is twofold: to explain why white-collar service work in manufacturing firms is increasingly subject to offshoring and to understand the effects of this process on work integration mechanisms. The empirical part of the study is based on two case studies of Danish manufacturers. First, the chapter finds that drivers of white-collar work offshoring in many respects are parallel to those of the earlier wave of blue-collar work offshoring, that is, cost minimisation and resource seeking. Second, due to the interdependence of white-collar tasks with the rest of the organisation, our results suggest that white-collar offshoring in manufacturing firms poses higher requirements to the organisational configuration and capabilities compared with blue-collar work. We conceptualise the effects of white-collar work offshoring in a framework relating white-collar work to integration mechanisms companies instigate to manage it on a global scale.

AB - The purpose of this chapter is twofold: to explain why white-collar service work in manufacturing firms is increasingly subject to offshoring and to understand the effects of this process on work integration mechanisms. The empirical part of the study is based on two case studies of Danish manufacturers. First, the chapter finds that drivers of white-collar work offshoring in many respects are parallel to those of the earlier wave of blue-collar work offshoring, that is, cost minimisation and resource seeking. Second, due to the interdependence of white-collar tasks with the rest of the organisation, our results suggest that white-collar offshoring in manufacturing firms poses higher requirements to the organisational configuration and capabilities compared with blue-collar work. We conceptualise the effects of white-collar work offshoring in a framework relating white-collar work to integration mechanisms companies instigate to manage it on a global scale.

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Slepniov D, M. Larsen M, Wæhrens BV, Pedersen T, Johansen J. Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm. In Pedersen T, Bals L, Ørberg-Jensen PD, M. Larsen M, editors, The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization. London: Springer Publishing Company. 2013. p. 123-140 doi: 10.1007/978-1-4471-4908-8_7

Offshoring White-Collar Work: An Explorative Investigation of the Processes and Mechanisms in Two Danish Manufacturing Firm

Abstract

Keywords

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Projects

Global Operations Networks (GONE)

Cite this