par Duvivier, Florence
Président du jury Van Pottelsberghe, Bruno
Promoteur Peeters, Carine
Publication Non publié, 2015-10-14
Thèse de doctorat
Résumé : The main motivations of this thesis are to bring new insights into the different forms of international assignment in a non-multinational context. For this purpose, the dissertation provides new evidence on the roles of different forms of international assignees in offshore insourcing and outsourcing arrangements. The thesis is based on four research essays. The first chapter develops a conceptual framework that links the extent of international assignments to the characteristics of service offshoring strategies in terms of drivers, task complexity, governance mode, and host country location. We argue that offshoring strategies are associated with different needs for control, coordination and transfer of tacit knowledge. Those needs are in turn best served by using a different combination of international assignments. The model suggests that opting for extensive international transfers when the offshoring strategy does not require doing so, exposes firms to unnecessary extra costs. On the contrary, limiting the use of international transfers below the level required to guarantee cross-border control, coordination and knowledge transfer increases the risk of not being able to integrate the offshored services. Therefore, the adequate use of various forms of international assignments (such as expatriation, inpatriation and virtual assignments) constitutes an important capability for the offshoring organization to be able to integrate globally dispersed value chain activities whilst at the same time containing costs. The aim of Chapter 2 is to develop a comprehensive integrative framework that provides a deeper understanding of the use of expatriates and inpatriates to exert control in the specific context of offshore outsourcing. This study extends the agency theory by investigating different practices used by expatriates and inpatriates to exert control on third party providers in order to reduce the agency problems of the client-provider relationships. The research approach consists of an exploratory qualitative study of 32 offshore outsourcing initiatives from 32 companies located in Belgium. The model suggests that even though expatriates and inpatriates play a vital role in exerting control through different strategic control practices implemented in the client company or the third-party provider, they may differ in various matters. Companies prefer to use inpatriates than expatriates as the latter is difficult to find, costly, have an attitude of dominance, and have difficulties in adjusting to the new environment. The specific advantage of using inpatriates is that they provide unique understanding and insight into ‘why things are happening’, which is difficult for expatriates to decipher. This emphasises that the process of inpatriating offshore members into the client company appears to hold significant potential in exerting control in offshore outsourcing relations. Control is a role that has traditionally been attributed to expatriates. Our research shows that inpatriates offer valid alternative with several advantages in the context of offshoring.Chapter 3 develops a comprehensive framework of potential factors responsible for hindering the learning process of offshore team members that should be considered in an offshore insourcing context. This paper adopts a longitudinal case study approach for over a period of one year for studying a large firm in the financial services sector based in Belgium and offshoring its service in Poland. The study focuses on a firm that has set up its own service operations abroad using an offshore insourcing arrangement. Based on a longitudinal study, this research recognizes delayed barriers that still hinder the learning process of offshore team members. Unexpectedly, the study demonstrates that the role of expatriates and inpatriates is an influencing factor (positive or negative) in the learning process of offshore team members. In addition, the results highlighted the fact that short-term perspectives for companies to fully benefit from their actions may not be the solution to enable offshore team members to learn their tasks efficiently in the long-run. Even though offshoring provides access to lower costs and specialised resources, the primary challenge faced by companies is to be able to manage its knowledge efficiently across locations and facilitate the access of knowledge to its offshore team members. The purpose of chapter 4 is to explore how a large firm in the financial service sector transfers different types of knowledge, particularly through different forms of international assignees in an offshore insourcing arrangement. This study adopted a single in-depth case study of a firm based in Belgium where his offshore location is in Poland. The findings from 31 interviews concluded that different forms of international assignees are used in the form of complementary sequences to transfer various types of knowledge during the offshore insourcing arrangement. Therefore, all international assignments are not the same and should not be generalised into one category. Further, the findings offer qualitative evidence to support the roles of different forms of international assignees for creating and retaining new knowledge and avoiding knowledge loss for the organisation.

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