Offshoring process: A comparative investigation of danish and Japanese manufacturing companies

Dmitrij Slepniov, Brian Vejrum Wæhrens, Hiroshi Katayama

    Research output: Chapter in Book/Report/Conference proceedingChapter

    Abstract

    The purpose of this chapter is to contribute to the knowledge on how production offshoring and international operations management vary across cultural contexts. The chapter attempts to shed light on how companies approach the process of offshoring in different cultural contexts. In order to achieve this objective, the authors employ a qualitative methodology and compare three Danish and three Japanese manufacturing companies. On the basis of this comparative investigation, the authors find that the parent companies from both contexts employ offshoring as a remedy for the challenges of globalisation. Yet there are clear differences in how offshoring is conducted in Denmark and Japan. The main differences are outlined in a framework and explained employing cultural variables. The findings lead to a number of propositions suggesting that the process of offshoring is not simply a uniform technical-rational calculation of the most efficient organisation of activities across national borders, but it is rather specific to the parent companies' national contexts.

    Original languageEnglish
    Title of host publicationManaging Global Supply Chain Relationships: Operations, Strategies and Practices
    PublisherIGI Global
    Pages220-243
    Number of pages24
    ISBN (Print)9781616928629
    DOIs
    Publication statusPublished - 2010

    Fingerprint

    Manufacturing companies
    Offshoring
    Parent company
    Cultural context
    Globalization
    Remedies
    Denmark
    Qualitative methodology
    International operations
    Japan
    Operations management
    National context

    ASJC Scopus subject areas

    • Business, Management and Accounting(all)

    Cite this

    Slepniov, D., Wæhrens, B. V., & Katayama, H. (2010). Offshoring process: A comparative investigation of danish and Japanese manufacturing companies. In Managing Global Supply Chain Relationships: Operations, Strategies and Practices (pp. 220-243). IGI Global. https://doi.org/10.4018/978-1-61692-862-9.ch010

    Offshoring process : A comparative investigation of danish and Japanese manufacturing companies. / Slepniov, Dmitrij; Wæhrens, Brian Vejrum; Katayama, Hiroshi.

    Managing Global Supply Chain Relationships: Operations, Strategies and Practices. IGI Global, 2010. p. 220-243.

    Research output: Chapter in Book/Report/Conference proceedingChapter

    Slepniov, D, Wæhrens, BV & Katayama, H 2010, Offshoring process: A comparative investigation of danish and Japanese manufacturing companies. in Managing Global Supply Chain Relationships: Operations, Strategies and Practices. IGI Global, pp. 220-243. https://doi.org/10.4018/978-1-61692-862-9.ch010
    Slepniov D, Wæhrens BV, Katayama H. Offshoring process: A comparative investigation of danish and Japanese manufacturing companies. In Managing Global Supply Chain Relationships: Operations, Strategies and Practices. IGI Global. 2010. p. 220-243 https://doi.org/10.4018/978-1-61692-862-9.ch010
    Slepniov, Dmitrij ; Wæhrens, Brian Vejrum ; Katayama, Hiroshi. / Offshoring process : A comparative investigation of danish and Japanese manufacturing companies. Managing Global Supply Chain Relationships: Operations, Strategies and Practices. IGI Global, 2010. pp. 220-243
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