Leveraging Knowledge and Expertise

Ilan Oshri, Julia Kotlarsky and Leslie P. Willcocks
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Ilan Oshri: Loughborough University
Julia Kotlarsky: Aston University
Leslie P. Willcocks: London School of Economics

Chapter Chapter 7 in The Handbook of Global Outsourcing and Offshoring, 2015, pp 191-210 from Palgrave Macmillan

Abstract: Abstract What happens to knowledge when an organisation outsources or offshores? Despite the rapid growth of ITO and BPO, there is still a considerable time lapse on grasping the implications for knowledge and expertise management in these processes. Organisations often have a limited understanding of how new knowledge can be created and exploited, especially when outsourced activities are considered non-core services. In the current outsourcing market, as client companies become evermore demanding, suppliers are increasingly competing on leveraging knowledge-related value.

Keywords: Social Capital; Knowledge Transfer; Intellectual Capital; Client Organisation; Transactive Memory System (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-43744-0_8

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DOI: 10.1007/978-1-137-43744-0_8

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