1、1400 单词， 8000 英文字符 ,中文 2700字 出处 : Javalgi R G, Granot E, Gross A C, et al. Strategies for sustaining the edge in offshore outsourcing of services: the case of IndiaJ. Journal of Business & Industrial Marketing, 2013, 28(6):475-486. Strategies for sustaining the edge in offshore outsourcing of servic
2、es: the case of India RG Javalgi， E Granot， AC Gross， TB Alejandro， WB Joseph Introduction Over the past three decades, the outsourcing of business operations has spread like a pandemic with corporations looking far beyond their national political borders to source manufactured goods and services th
3、at could give them a competitive advantage. Globalizing on this large scale began with the dismantling of US trade barriers with China in the 1970s and the shift of manufacturing operations from high cost locations in the US and Europe to emerging economies in China, Mexico, Southeast Asia, Brazil,
4、and Central Europe (Javalgi and Martin, 2007). The 1990s marked the growth of services being outsourced to nations such as Ireland, Russia, Philippines, and India (Javalgi et al., 2009; Cavusgil et al., 2008). This type of global activity, known as offshore outsourcing, has become a vital and necess
5、ary component of a firms business value chain. Outsourcing offers significant competitive advantages when goods and services are produced economically and with acceptable or superior quality by outside suppliers (see Kotabe et al., 2008; Bunyaratavej et al., 2011). A recent Duke University study on
6、offshoring (Lewin et al., 2009) reports that, from 2001 2009, US firms preferring captive offshore suppliers for high technology and telecom services dropped from 52 percent (2001 2003) to 27 percent for 2007 2009, whereas preference for offshore outsourcing to independent suppliers grew from 6 to 45 percent (p. 5). Offshore outsourcing offers competitive advantages when goods and services are produced economically and with acceptable or superior quality by suppliers located outside a
