Experiential Learning and Innovation in Offshore Outsourcing Transitions

Abstract

We use experiential learning theory to develop new conceptual insights into offshore outsourcing of innovation. In particular, we show how offshore vendor firms are able to overcome liability of outsidership and eventually learn how to innovate on behalf of their onshore clients as a result of their embedment with clients across multiple teams. We theorize that the cross-border relocation of innovative activities from a client firm to an offshore vendor is only possible when teams within the vendor team have assumed a double-loop learning capability from the client allowing them to determine governing variables relating to the client’s organizational environment. Through direct on-the-job experience working with each other, international teams comprised in part from the vendor and in part from the client can undergo different learning transitions, which we classify as either relationship-oriented or task-oriented. These transitions determine the extent to which double-loop learning can be developed in offshore locations and are influenced by intra-team dynamics and the way the joint teams organize and manage themselves. Our perspective has implications for our understanding of organizational designs associated with both client and vendor multinational enterprises seeking to benefit from innovation in offshore outsourcing.

Citation

Williams, C. and Kumar, M. (2014), "Experiential Learning and Innovation in Offshore Outsourcing Transitions", Orchestration of the Global Network Organization (Advances in International Management, Vol. 27), Emerald Group Publishing Limited, Leeds, pp. 433-461. https://doi.org/10.1108/S1571-502720140000027005