[6].LARSON, Erik W. a Clifford F. GRAY. Project management: the managerial process. 6th ed. New York: McGraw-Hill Education, c2014. McGraw-Hill series operations and decision sciences. ISBN 978-0-07-716822-3.
Finally, as a managerial process, offshore has also spread due to development of the organizational and managerial capabilities to coordinate this process (Levy, 2005). Offshore may be characterized as a learning-by-doing process evolving from experimental practice based on peripheral activities to core business activities. This aspect suggests that implementation of offshore is done by a continuum of stages. This continuum is based on learning and capability building (Lewin, Peeters, 2006b; Maskell, Pedersen, Petersen, Dick-Nielsen, 2006). Experience accumulated also contributes toward high skill offshore activities (Hagel III, 2004). Based on those previous studies we propose the following definition: Offshore operations are a strategy-oriented operational and organizational process, which allows companies to achieve strategical goals by moving domestic operations abroad.
Project Management: The Managerial Process (Mcgraw-Hill Series Operations and Decision Sciences)
Using eight cases, we focused on clarifying how companies coordinate offshore operations. As a managerial process, the spread of offshore is due to the development of organizational and managerial capabilities to implement this process (e.g. Levy, 2005). Although offshore operations is not a recent organizational practice (e.g. Sturgeon, Florida 2000), how companies develop capabilities to manage and implement it remains unclear (e.g. Stratman, 2008). 2ff7e9595c
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