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Managing institutional differences for international outsourcing success : a case study of New Zealand manufacturing SME

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dc.contributor.author Raman, R.
dc.date.accessioned 2015-11-24T02:03:21Z
dc.date.accessioned 2022-07-07T02:34:52Z
dc.date.available 2015-11-24T02:03:21Z
dc.date.available 2022-07-07T02:34:52Z
dc.date.copyright 2015
dc.date.issued 2015
dc.identifier.uri https://ir.wgtn.ac.nz/handle/123456789/19368
dc.description.abstract Purpose - Most of the research on international outsourcing of value chain activities focuses on larger firms. This study fills an important research gap by exploring how small and medium enterprises (SMEs) manage institutional differences to enhance their international outsourcing success. Design/methodology/approach - The paper uses data from interviews conducted with two managers of a New Zealand apparel manufacturing SME who have over 35 years of combined experience with international outsourcing. The case study SME had both failed and successful experiences in their international outsourcing ventures. Findings are discussed in the context of the extant literature on international outsourcing. Findings - SMEs overcome institutional constraints they face in offshore locations by leveraging from their entrepreneurial skills, learning from failures and using a relational governance mode. This results in these firms achieving performance targets and sustaining long term relationships with suppliers, defined as international outsourcing success in this study. Research limitations/implications - The findings may not be generalised as they are based on a single case study and cover only the client perspective. Practical implications - With the rise of international outsourcing of value chain activities, the findings are useful to SMEs aiming to achieving success in their outsourcing ventures in offshore locations. Originality/value -This study is one of only a few studies investigating SME international outsourcing that examines both failure and success. en_NZ
dc.format pdf en_NZ
dc.language.iso en_NZ
dc.publisher Te Herenga Waka—Victoria University of Wellington en_NZ
dc.relation.ispartofseries Journal of Small Business and Enterprise Development, 22(3), 590-607 en_NZ
dc.relation.uri http://dx.doi.org/10.1108/JSBED-06-2012-0071
dc.rights This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://researcharchive.vuw.ac.nz/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. en_NZ
dc.subject Outsourcing, SMEs, New Zealand, China, India en_NZ
dc.title Managing institutional differences for international outsourcing success : a case study of New Zealand manufacturing SME en_NZ
dc.type Text en_NZ
vuwschema.contributor.unit School of Marketing and International Business en_NZ
vuwschema.subject.marsden 150308 International Business en_NZ
vuwschema.type.vuw Journal Contribution - Research Article en_NZ
vuwschema.subject.anzsrcforV2 350706 International business en_NZ
dc.rights.rightsholder http://www.emeraldgrouppublishing.com/authors/writing/author_rights.htm en_NZ

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