Connecting engineering operations to strategic management: a framework for decision making in engineering offshoring

Zaza Nadja Lee Hansen, Saeema Ahmed-Kristensen

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    This paper investigates the implications for management and engineering functions and strategies when the product development process is globalised. Five case studies of Danish multinational corporations were conducted. The findings showed that offshoring engineering presented companies with challenges to both management and engineering. These challenges are addressed by management at the operational level. However, this resulted in both positive and negative impacts. We propose this is because there is a decoupling between global engineering operations and the strategic
    level of the organisation. The Global Decision-Making (GDM) framework described here is a decision-making framework for engineering offshoring decisions for product development activities. The framework proposes that risks in engineering offshoring can be reduced by connecting engineering operations to strategic management. This paper, built upon empirical data, provides a framework wherein to view engineering offshoring which both strengthens the academic field and responds to the needs of practitioners.
    Original languageEnglish
    JournalInternational Journal of Product Development
    Volume17
    Issue number3/4
    Pages (from-to)204 - 227
    ISSN1477-9056
    Publication statusPublished - 2012

    Bibliographical note

    accepted waiting allocation of publication date

    Keywords

    • Case studies
    • Global product development
    • Outsourcing
    • Offshoring
    • Framework
    • Global decision making
    • Globalisation
    • Global product design
    • Strategic management
    • Engineering offshoring
    • global engineering operations

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