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Strategic outsourcing of R and D:
An exploratory study of human resources management practices of indian outsourcee firms
Outsourcing as a phenomenon makes the news almost regularly, as more firms announce plans to move jobs to low-wage countries. But, it has been going on for at least two decades and the recent trend towards outsourcing of R and D work leads to a number of problems, the most important of which appears to be related to human resources aspects. R and D outsourcing, if not properly managed, could have serious consequences for both outsourcer and outsourcee firms. We have little understanding of the phenomenon other than that thus far, it appears to be successful, prompting more firms to embrace outsourcing. The central question of this study is: what are the consequences of R and D outsourcing on HRM practices in outsourcee firms, and how should skilled staff undertaking R and D work at outsourcee firms be managed from a human resources point of view? Having decided to outsource R and D, foreign outsourcer companies expect Indian outsourcee firms to deliver high quality innovative output, often against tight time frames. First, some theories are discussed. Thereafter, a number of propositions derived from theory are presented. In this study, the propositions were empirically tested using field data. The study took the form of a multiple-case study involving 16 selected companies in Bangalore, India. ©2004 IEEE.
An exploratory study of human resources management practices of indian outsourcee firms
Outsourcing as a phenomenon makes the news almost regularly, as more firms announce plans to move jobs to low-wage countries. But, it has been going on for at least two decades and the recent trend towards outsourcing of R and D work leads to a number of problems, the most important of which appears to be related to human resources aspects. R and D outsourcing, if not properly managed, could have serious consequences for both outsourcer and outsourcee firms. We have little understanding of the phenomenon other than that thus far, it appears to be successful, prompting more firms to embrace outsourcing. The central question of this study is: what are the consequences of R and D outsourcing on HRM practices in outsourcee firms, and how should skilled staff undertaking R and D work at outsourcee firms be managed from a human resources point of view? Having decided to outsource R and D, foreign outsourcer companies expect Indian outsourcee firms to deliver high quality innovative output, often against tight time frames. First, some theories are discussed. Thereafter, a number of propositions derived from theory are presented. In this study, the propositions were empirically tested using field data. The study took the form of a multiple-case study involving 16 selected companies in Bangalore, India. ©2004 IEEE.
R&D 战略采购: 人力资源印第安outsourcee 管理实践的一项试探性研究变牢固。
采购作为现象几乎通常有新闻价值, 因为更多企业宣布计划移动工作低薪水国家。但, 它继续至少二十年并且最近趋向往R&D 工作采购导致一定数量的问题, 最重要哪些看上去与人力资源方面有关。R&D 采购, 如果不适当地处理, 能有严重后果为outsourcer 和outsourcee 企业。我们有一点对现象的理解除那之外至今, 它看来是成功的, 提示更多企业接受采购。这项研究的主要问题是: 什么是R&D 采购的后果在HRM 实践在outsourcee 企业中, 并且熟练的职员承担R&D 工作在outsourcee 企业怎么应该被处理从一个人力资源观点? 被决定对outsource R&D, 外国outsourcer 公司盼望印第安outsourcee 企业提供高质量创新产品, 经常反对紧的时间表。首先, 一些理论被谈论。尔后, 一定数量的提议从理论被获得被提出。在这项研究中, 提议经验主义地被测试了使用领域数据。研究采取了多情形研究的形式涉及16 个选择的公司在班格洛, 印度。.2004 IEEE. 。