This work examines how offshoring processes within organizations unfold over time, placing emphasis on the generation of new business ideas by offshore members. Previous literature on the antecedents of new opportunity recognition has stressed individual-level characteristics (e.g. prior knowledge), but has scarcely explored individuals’ cognitive properties. In particular, no work has mentioned the role played by professional identity, that is, the way individuals define themselves in the workplace. With the aim of filling this gap, we present two case studies of Italian organizations offshoring high-value activities to Tunisia and India. Our findings indicate that unsatisfied professional values of some individuals at the offshore captive centers triggered the recognition of new business opportunities within the company, with the potential of furthering offshoring activities. We discuss theoretical contributions to opportunity recognition, professional identity, and offshoring, and we highlight managerial implications.
THE INFLUENCE OF PROFESSIONAL IDENTITY ON NEW OPPORTUNITY RECOGNITION IN OFFSHORING PROCESSES / R., Grimaldi; Mattarelli, Elisa; M. R., Tagliaventi. - ELETTRONICO. - 8:(2009), pp. 1-6. (Intervento presentato al convegno 69th Annual Meeting of the Academy of Management, AOM 2009 tenutosi a Chicago, IL, usa nel 7 August 2009 through 11 August 2009) [10.5465/ambpp.2009.44260981].
THE INFLUENCE OF PROFESSIONAL IDENTITY ON NEW OPPORTUNITY RECOGNITION IN OFFSHORING PROCESSES
MATTARELLI, Elisa;
2009
Abstract
This work examines how offshoring processes within organizations unfold over time, placing emphasis on the generation of new business ideas by offshore members. Previous literature on the antecedents of new opportunity recognition has stressed individual-level characteristics (e.g. prior knowledge), but has scarcely explored individuals’ cognitive properties. In particular, no work has mentioned the role played by professional identity, that is, the way individuals define themselves in the workplace. With the aim of filling this gap, we present two case studies of Italian organizations offshoring high-value activities to Tunisia and India. Our findings indicate that unsatisfied professional values of some individuals at the offshore captive centers triggered the recognition of new business opportunities within the company, with the potential of furthering offshoring activities. We discuss theoretical contributions to opportunity recognition, professional identity, and offshoring, and we highlight managerial implications.
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