{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,3,1]],"date-time":"2025-03-01T15:10:02Z","timestamp":1740841802893,"version":"3.38.0"},"reference-count":0,"publisher":"TECSI","issue":"2","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JISTEM USP"],"abstract":"<jats:p>Global outsourcing, also known as offshoring, has become a major phenomenon in the IT industry.\r\nResponsibilities have been transferred to IT suppliers worldwide. A key element of this strategic change\r\noccurred in the IT sector is the growing importance of emerging economies, such as Brazil and India, as\r\noffshoring suppliers. A stream of the literature on international business has analysed which factors may\r\naffect the evolution of a subsidiary within a multinational. This paper aims to analyse how exporting\r\noutsourcing IT services can redefine the role of a subsidiary within a corporation and, consequently change\r\nits strategic relevance. Empirical research compared the offshoring activities of two subsidiaries \u2013Brazilian\r\nand Indian \u2013 of an American IT multinational. In particular, the empirical research focussed on how\r\nsubsidiary choice, head office assignment and environment determinism factors interact to each other in\r\norder to determine the evolution of each subsidiary. The results have demonstrated that the Indian\r\nsubsidiary trajectory was essentially determined by the development of its resources, innovation,\r\ngovernmental support and entrepreneurship. The Brazilian subsidiary trajectory in turn was mostly\r\ninfluenced by head office assignment and subsidiary performance. A comparative analysis between the two cases has demonstrated how these aspects have altogether determined why these subsidiaries have evolved\r\ndifferently from each other. Most importantly, this paper argues that management capacity and subsidiary\r\nleadership are critical elements to understand the evolution of a multinational subsidiary trajectory.<\/jats:p>","DOI":"10.4301\/s1807-17752009000200003","type":"journal-article","created":{"date-parts":[[2009,10,24]],"date-time":"2009-10-24T02:23:21Z","timestamp":1256351001000},"page":"173-202","source":"Crossref","is-referenced-by-count":0,"title":["IT Outsourcing and Redefinition of the Subsidiary Role: a Comparative Study Between the Brazilian and the Indian Subsidiaries of an American Multinational"],"prefix":"10.4301","volume":"6","author":[{"given":"Marco Aur\u00e9lio","family":"Da Silva","sequence":"first","affiliation":[]},{"given":"Roberto","family":"Gonzalez Duarte","sequence":"additional","affiliation":[]},{"given":"Jos\u00e9 M\u00e1rcio","family":"De Castro","sequence":"additional","affiliation":[]},{"given":"Aristides","family":"Rocha Ara\u00fajo","sequence":"additional","affiliation":[]}],"member":"2840","published-online":{"date-parts":[[2009,10,23]]},"container-title":["Journal of Information Systems and Technology Management"],"original-title":[],"link":[{"URL":"https:\/\/jistem.tecsi.org\/index.php\/jistem\/article\/download\/10.4301%252FS1807-17752009000200003\/155","content-type":"application\/pdf","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/jistem.tecsi.org\/index.php\/jistem\/article\/download\/10.4301%252FS1807-17752009000200003\/155","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,3,1]],"date-time":"2025-03-01T14:00:49Z","timestamp":1740837649000},"score":1,"resource":{"primary":{"URL":"https:\/\/jistem.tecsi.org\/index.php\/jistem\/article\/view\/10.4301%252FS1807-17752009000200003"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2009,10,23]]},"references-count":0,"journal-issue":{"issue":"2","published-online":{"date-parts":[[2009,10,23]]}},"URL":"https:\/\/doi.org\/10.4301\/s1807-17752009000200003","relation":{},"ISSN":["1807-1775"],"issn-type":[{"type":"electronic","value":"1807-1775"}],"subject":[],"published":{"date-parts":[[2009,10,23]]}}}