DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING: AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER

Publikation: Bidrag til bog/antologi/rapport/konference-proceedingKonferencebidrag i proceedingsForskningpeer review

Resumé

Purpose of this paper: This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed.

This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed.

Design/methodology/approach:The paper develops a theoretical model of knowledge transfer using existing literature. In a separate line of research, we study four cases each representing a manufacturing facility offshoring process. Using the cases, the paper uses an inductive approach to identify five main themes from the empirical cases. In the discussion, these themes are linked with the theoretical model leading to the identification of six testable propositions for future research.Findings: Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring.

Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring.

Research limitations/implications: The paper follows four case companies in their actual processes of facility offshoring and findings are linked with the theoretical model and leads to the six propositions. However, the actual verification of the findings can only take place once the propositions have been tested on a large scale survey. The paper therefore concludes by suggesting how to test the six propositions in future research.

OriginalsprogEngelsk
TitelProceedings of the 22nd Annual NOFOMA Conference : Logistics and Supply Chain Management in a Globalised Economy
RedaktørerJan Stentoft Arlbjørn
Antal sider15
ForlagSyddansk Universitet. Institut for Entreprenørskab og Relationsledelse
Publikationsdato2010
Sider279-294
ISBN (Elektronisk)978-87-92471-05-5
StatusUdgivet - 2010
Begivenhed22nd Annual Nordic Logistics Research Network Conference - Kolding, Danmark
Varighed: 10. jun. 201011. jun. 2010
Konferencens nummer: 22

Konference

Konference22nd Annual Nordic Logistics Research Network Conference
Nummer22
LandDanmark
ByKolding
Periode10/06/201011/06/2010

Fingeraftryk

Offshoring
Knowledge transfer
Dispatching
Manufacturing
Social ties
Communication
Managers
Influence factors
Social trust
Transfer process
Program planning
Added value
Design methodology

Emneord

  • Afsendende kapacitet
  • absorpstions kapacitet
  • global produktion

Citer dette

Madsen, E. S., & Knudsen, M. P. (2010). DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING: AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER. I J. S. Arlbjørn (red.), Proceedings of the 22nd Annual NOFOMA Conference: Logistics and Supply Chain Management in a Globalised Economy (s. 279-294). Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse.
Madsen, Erik Skov ; Knudsen, Mette Præst. / DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING : AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER. Proceedings of the 22nd Annual NOFOMA Conference: Logistics and Supply Chain Management in a Globalised Economy. red. / Jan Stentoft Arlbjørn. Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse, 2010. s. 279-294
@inproceedings{fba1a0a077af11df9ac3000ea68e967b,
title = "DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING: AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER",
abstract = "Purpose of this paper: This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed.This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed. Design/methodology/approach:The paper develops a theoretical model of knowledge transfer using existing literature. In a separate line of research, we study four cases each representing a manufacturing facility offshoring process. Using the cases, the paper uses an inductive approach to identify five main themes from the empirical cases. In the discussion, these themes are linked with the theoretical model leading to the identification of six testable propositions for future research.Findings: Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring.Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring. Research limitations/implications: The paper follows four case companies in their actual processes of facility offshoring and findings are linked with the theoretical model and leads to the six propositions. However, the actual verification of the findings can only take place once the propositions have been tested on a large scale survey. The paper therefore concludes by suggesting how to test the six propositions in future research.",
keywords = "Afsendende kapacitet, absorpstions kapacitet, global produktion, Dispatching capacity, absorptive capacity, global production, offshoring",
author = "Madsen, {Erik Skov} and Knudsen, {Mette Pr{\ae}st}",
year = "2010",
language = "English",
pages = "279--294",
editor = "Arlbj{\o}rn, {Jan Stentoft}",
booktitle = "Proceedings of the 22nd Annual NOFOMA Conference",
publisher = "Syddansk Universitet. Institut for Entrepren{\o}rskab og Relationsledelse",

}

Madsen, ES & Knudsen, MP 2010, DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING: AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER. i JS Arlbjørn (red.), Proceedings of the 22nd Annual NOFOMA Conference: Logistics and Supply Chain Management in a Globalised Economy. Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse, s. 279-294, 22nd Annual Nordic Logistics Research Network Conference, Kolding, Danmark, 10/06/2010.

DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING : AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER. / Madsen, Erik Skov; Knudsen, Mette Præst.

Proceedings of the 22nd Annual NOFOMA Conference: Logistics and Supply Chain Management in a Globalised Economy. red. / Jan Stentoft Arlbjørn. Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse, 2010. s. 279-294.

Publikation: Bidrag til bog/antologi/rapport/konference-proceedingKonferencebidrag i proceedingsForskningpeer review

TY - GEN

T1 - DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING

T2 - AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER

AU - Madsen, Erik Skov

AU - Knudsen, Mette Præst

PY - 2010

Y1 - 2010

N2 - Purpose of this paper: This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed.This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed. Design/methodology/approach:The paper develops a theoretical model of knowledge transfer using existing literature. In a separate line of research, we study four cases each representing a manufacturing facility offshoring process. Using the cases, the paper uses an inductive approach to identify five main themes from the empirical cases. In the discussion, these themes are linked with the theoretical model leading to the identification of six testable propositions for future research.Findings: Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring.Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring. Research limitations/implications: The paper follows four case companies in their actual processes of facility offshoring and findings are linked with the theoretical model and leads to the six propositions. However, the actual verification of the findings can only take place once the propositions have been tested on a large scale survey. The paper therefore concludes by suggesting how to test the six propositions in future research.

AB - Purpose of this paper: This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed.This paper analyses the challenges in dispatching knowledge from a sending unit to a receiving unit in offshoring manufacturing facilities. The paper identifies motivation of the unit, relational dynamics and structures as important factors that influence the entire knowledge transfer process, and which should accordingly be monitored and managed. Design/methodology/approach:The paper develops a theoretical model of knowledge transfer using existing literature. In a separate line of research, we study four cases each representing a manufacturing facility offshoring process. Using the cases, the paper uses an inductive approach to identify five main themes from the empirical cases. In the discussion, these themes are linked with the theoretical model leading to the identification of six testable propositions for future research.Findings: Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring.Key elements of the knowledge transfer model is the extra tasks laid on the organization before the transfer influencing the motivation to teach the recipient unit, requesting managerial mechanisms and targeted communication from the managerial level. Furthermore, social ties and trust appear to be a key issue for ensuring the successful transfer by avoiding the sense of competition between the dispatching and receiving units, but social ties are also needed when knowledge is highly tacit. Finally, when knowledge is tacit, a need for developing teaching skills and teaching programs are highly requested but rarely implemented. The paper therefore concludes by stating that much can be achieved if managers are actively involved early on in the process by preparing teaching programs, carefully planning the process and by ensuring targeted communication about the manufacturing offshoring process. The added value of the paper lies exactly in the two-stage approach and the associated propositions thereby making a strong contribution to the current understanding of manufacturing facility offshoring. Research limitations/implications: The paper follows four case companies in their actual processes of facility offshoring and findings are linked with the theoretical model and leads to the six propositions. However, the actual verification of the findings can only take place once the propositions have been tested on a large scale survey. The paper therefore concludes by suggesting how to test the six propositions in future research.

KW - Afsendende kapacitet

KW - absorpstions kapacitet

KW - global produktion

KW - Dispatching capacity

KW - absorptive capacity

KW - global production

KW - offshoring

M3 - Article in proceedings

SP - 279

EP - 294

BT - Proceedings of the 22nd Annual NOFOMA Conference

A2 - Arlbjørn, Jan Stentoft

PB - Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse

ER -

Madsen ES, Knudsen MP. DISPATCHING CAPACITY IN MANUFACTURING FACILITY OFFSHORING: AN UNNOTICED ASPECT OF KNOWLEDGE TRANSFER. I Arlbjørn JS, red., Proceedings of the 22nd Annual NOFOMA Conference: Logistics and Supply Chain Management in a Globalised Economy. Syddansk Universitet. Institut for Entreprenørskab og Relationsledelse. 2010. s. 279-294