The CEO's Decision-Making Process Model on Service Offshore Outsourcing

THE CEO’S DECISION-MAKING PROCESS MODEL ON SERVICE OFFSHORE
OUTSOURCING: USING THEORY OF REASONED ACTION (TRA)
Mark Yang
Department of Information, Operations and Technology Management
College of Business Administration
The University of Toledo
2801 W. Bancroft St.
Toledo, Ohio, USA 43606
Phone: [phone]
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E-mail: [e-mail]
Jeen Lim
Department of Marketing and International Business
College of Business Administration
The University of Toledo
2801 W. Bancroft St.
Toledo, Ohio, USA 43606
Phone: [phone]
Fax: [phone]
E-mail: [e-mail]
ABSTRACT
This present study attempts to fill the gap through providing the CEO’s decision-making process model with regard to service offshore outsourcing activities which becomes important strategy to maintain firm’s competitive advantage. Arguably, the CEO is the main domain of decision making authority on such important agenda of the firm as service offshoring. The research model includes 1) key antecedents of service offshoring deriving from various outsourcing literatures,
2) CEO’s propensity (attitude and subjective norm), intention and behavior, and 3) regulatory environmental factors. As a theoretical base, Theory of Reasoned Action (TRA) will be used.
Managerial implication as well as future research direction will be provided.
Keywords: Offshore outsourcing, Key Antecedents of Service offshoring, Decision-making process, Chief Executive Officer (CEO), Theory of Reasoned Action (TRA)
INTRODUCTION
Recently, service offshoring has brought the tremendous increasing attention and concern to both practitioners and researchers due to the rapidly-changing structure of the U.S. employment and the growing importance of its significant impact on the U.S. economy. This trend has been more and more visible due to “the rise of globally integrated knowledge economy”, which has both good and bad impact on the U.S. economy: it may be good because

References: Available Upon Request (Mark Yang: [e-mail]) - 4496 -