Strategically Flexible Global Operations Network – An Exploratory Research
In a turbulent environment, a global operations network should be strategically flexible, in which transformational outsourcing is prescriptively a major driving force. The link between transformative outsourcing and strategic flexibility is, in this paper, being conceptualised by two structural equations models. In the first model, market orientation, relationships in the supply chain, and value innovation are the antecedents of strategic flexibility (and leading to value creation), where the effect of transformative outsourcing on strategic flexibility is mediated by value innovation. The second model is an expansion of the first model by “breaking down value innovation into its “building blocks (dynamic capabilities, absorptive capacities, and organisational transformation or reconfiguration). It is found that knowledge integration or reconfiguration has an important mediating role when transformative outsourcing aims for strategic flexibility and value creation. This article also attempts to complement and/or improve the model of robust manufacturing network 1 by viewing value network from supply chain perspective and allowing the assumption that a value network may consist of outsourcing (offshoring) provider(s). In order to modify the dimensions in Ferdows original model (i.e. site competence and strategic reason for location), i) the flexibility of (knowledge) integration, and ii) the strategy of a supply chain network (lean, agile, leagile) may be considered.
Strategic flexibility global operations network transformational outsourcing
Djoko Setijono
国际会议
香港·广州
英文
445-450
2010-07-25（万方平台首次上网日期，不代表论文的发表时间）