Abstract
The second dominant view of inter-organizational learning as capability development is used to motivate this chapter. The case study is analyzed using the concept of reconfigurative strategy. The term has its roots in strategic management literature and combines concepts from ambidextrous learning (capability exploitation and capability building), combinative capability (internal and external learning) and dynamic capabilities. The case demonstrates a creative combination of these processes of capability development and learning while acknowledging an as yet undefined role played by clients in the value network.
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Notes
- 1.
VanceInfo and another top Chinese SSO, hiSoft, recently merged to become China’s leading software outsourcing provider as measured by revenue and headcount (now called Pactera). For more details, please see Pactera’s website: http://www.pactera.com/about/history/.
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Abbott, P., Zheng, Y., Du, R. (2014). VanceInfo’s Reconfigurative Strategy. In: Collaboration, Learning and Innovation Across Outsourced Services Value Networks. SpringerBriefs in Digital Spaces. Springer, Cham. https://doi.org/10.1007/978-3-319-14421-4_3
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