Context, Processes and People
Edited by Thomas Garavan, Alma McCarthy and Ronan Carbery
This chapter examines the development of offshore outsourcing from an international HRD (IHRD) perspective. The chapter assesses the principal factors that influence the choice of offshore or outsourcing strategy in a globalised economy. Offshore outsourcing is an increasingly important feature of organisational strategic decision-thinking although it has been overlooked in the IHRD literature. Drawing on transaction cost economics theory, the resource-based view of the firm and resource dependency theory as well as different approaches to IHRD, a typology of offshore outsourcing contracts or partnerships: ‘tactical’, ‘strategic’ and ‘transformational’ are discussed. Making use of different perspectives to IHRD we identify implications for IHRD research, theory and practice in different offshoring or outsourcing contexts.The chapter concludes with an integrated model of offshore outsourcing and IHRD which provides the basis from which implications and priorities for IHRD research and practice can be identified with the potential to add to knowledge and practice in both HRD and international business and management more generally.
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