Leveraging knowledge and expertise

Ilan Oshri, Julia Kotlarsky and Leslie P. Willcocks
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Ilan Oshri: Erasmus University
Julia Kotlarsky: Warwick Business School
Leslie P. Willcocks: London School of Economics and Political Science

Chapter Chapter 5 in The Handbook of Global Outsourcing and Offshoring, 2009, pp 61-74 from Palgrave Macmillan

Abstract: Abstract What happens to knowledge when an organization outsources? Despite the rapid growth of IT outsourcing and business process outsourcing over recent years, there is still a considerable time-lapse in grasping the implications for knowledge and expertise management in these processes. Organizations often have limited understanding of how new knowledge can be created and exploited, especially when outsourced activities are considered as “non-core” services. As Willcocks et al. (2004) point out, in an increasingly commoditized outsourcing market, with evermore-demanding client companies, competing on leveraging knowledge-related value may well become the new game in town.

Keywords: Social Capital; Knowledge Transfer; Structural Capital; Intellectual Capital; Transactive Memory System (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25107-6_6

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DOI: 10.1057/9780230251076_6

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