離岸外包生產(chǎn)力的影響與外包的綜述【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　Productivity Impacts of Offshoring and Outsourcing: A Review</p><p>　　Material Source: organisation for ec

2、onomic co-operation and development Author:Karsten Bjerring Olsen</p><h3>　　Despite the attention that offshore outsourcing currently demands in the public media, there is littl

3、e empirical evidence on its economic impact. As a consequence of rising fears of job losses associated with the phenomenon, most existing research on the subject is primarily concerned with addressing related labour mark

4、et issues. The impacts on productivity, however, have received only little attention. This paper surveys the empirical literature on offshore outsourcing and its productivity effe</h2><h3>　　1．Introduction &

5、lt;/h2><h3>　　Offshoring in services emerged already in the late 1980s and early 1990s with the contracting out of tasks related to customer services, but has since moved on to a broader range of activities inc

6、luding engineering, software development and other tasks requiring high-skilled human capital. Due to the significant size of the services sector in the Western economies, and the increasing broad range of tasks exhibiti

7、ng offshoring potential, the number of jobs which could potentially be affected thro</h2><h3>　　The phenomenon, however, appears to have entered into a new stage with offshoring of services becoming increasi

8、ngly important. This change in structure has been underway for some time, and is generally attributed to the interplay between three factors: technological advances, economic and competitive pressures to reduce costs and

9、 improve productivity, and institutional developments favouring trade liberalisation. </h2><p>　　2． Theoretical perspectives of outsourcing</p><p>　　To compete in increasingly competitive econom

10、ic environments, decisions to offshore company activities are essentially driven by factors related to costs of production, distribution and productivity. From the perspective of the firm offshoring is therefore seen as

11、a part of its business strategy. For instance, if offshoring enables a firm to relocate its relatively inefficient production processes to external providers with cheaper and perhaps more efficient production capabilitie

12、s, the firm can</p><p>　　The theoretical literature on the firm’s decision to produce in-house or outsource through market contracts is extensive and dates back to Coase (1937) and his theory of the firm. Re

13、cently, however, the attention on the foreign aspects of the phenomenon has grown. The majority of this work has most commonly focused on either transaction cost theory, or, in particular, the principal-agent framework.&

14、lt;/p><p>　　Agency theory: According to this theory bounded rationality and self-serving behaviour or opportunism of a firm’s employees can imply productivity losses. As such, conflicting goals and interests be

15、tween the firm and its employees may pose a problem to the firm. To reduce inefficiencies stemming from this source the firm can outsource its activities to an external provider and control the output or effort of the pr

16、ovider through an outcome based contract.</p><p>　　Transaction cost theory: According to this theory, outsourcing is only desirable as long as the costs of related asset specific investments, contractual inc

17、ompleteness and search efforts are lower than the expected cost advantage. In the case of outsourcing it is often linked to specialization, i.e. to management theories focusing on the firm’s core competences.</p>

18、<p>　　Outsourcing could also have productivity enhancing effects at a more aggregate level if offshoring would lead to the creation of new firms, and the destruction of old ones. This process is often associated wit

19、h Schumpeter’s theory of creative destruction.Other relevant theories have examined the potential for productivity enhancing effects due to knowledge spill-over as well as firms’ abilities to focus on core competences by

20、 outsourcing relatively inefficient activities.</p><p>　　3．Survey indications</p><p>　　the evidence of positive productivity effects stemming from offshore outsourcing of materials and services

21、does not appear to be overwhelming. The large benefits of engaging in such activities may therefore be overrated, and much seems to depend on the heterogeneity between firms. A number of recent surveys support these view

22、s to some extent.</p><p>　　With reservations about the quality of survey estimates, response rates and possible selection biases, one can at least draw two important messages from the above. First of all, al

23、though there is an impression that offshoring brings large economic benefits, it is not clear cut how and if such benefits are indeed realised. Second, the large cost reduction differences that exist from survey to surve

24、y could indicate large disparities between the realised benefits depending on the activities that ar</p><p>　　In practice, it seems that few companies have the organisational and capital capacity to reap the

25、 full potential of internationalisation, and in this light offshoring remains a big-company phenomenon at its current stage. There is some support for this view. In a quarterly survey by TEC International, a CEO consulti

26、ng company, only 5% of about 1 100 mid-size US company CEOs said they intended to outsource IT jobs overseas. Only 12% said they planned to offshore manufacturing jobs, and about 73% </p><p><b>　　4．Sum

27、mary</b></p><p>　　Given the attention offshore outsourcing currently demands in the public debate, surprisingly little research on the subject exists. The growing trend in offshoring of services, and t

28、he number of jobs potentially affected in Western economies, has directed the main focus towards labour market concerns. As such, most studies address offshore outsourcing from a labour market perspective, while the phen

29、omenon’s impact on productivity has been largely overlooked. It is the objective of this paper to</p><p>　　Most research addressing the link between offshore outsourcing and productivity is based on micro-da

30、ta with a strong focus on manufacturing establishments. More recent research, however, is directed more toward both distinguishing between offshoring of materials and services as well as with a growing focus on companies

31、 in the services sectors.</p><p>　　There are no clear patterns as to how outsourcing affects productivity, and much seems to depend on both sector- and firm-specific characteristics. However, it is possible

32、to draw some indicatory conclusions from the literature. First of all, there appear to be signs of diminishing returns to offshore outsourcing of materials in manufacturing companies as the productivity effects from such

33、 activities generally are found to be either small or insignificant. Contrary to offshoring of services, com</p><p><b>　　譯文</b></p><p>　　離岸外包生產(chǎn)力的影響與外包的綜述</p><p>　　資料來源:

34、 經(jīng)濟合作與發(fā)展組織 作者：Karsten Bjerring Olsen</p><p>　　盡管目前對離岸外包的要求很少，在公共媒體上也不是很常出現(xiàn)，很少有關(guān)于它經(jīng)濟影響的實證研究。由于失業(yè)率不斷上漲的現(xiàn)象，大多數(shù)現(xiàn)存的關(guān)于這個主題的研究主要涉及勞動力市場解決等相關(guān)問題。然而對生產(chǎn)力的影響，只獲得很少關(guān)注。本文主要調(diào)查離岸外包和生產(chǎn)力影響的實證文獻。由于現(xiàn)有的研究數(shù)量少，調(diào)查還包括研究可能作為這

35、種鏈接生產(chǎn)力現(xiàn)象的間接證據(jù)，如對技能升級。最明顯的結(jié)論是如何影響離岸外包生產(chǎn)力，從審查中似乎得不出一個清晰的模式，并在很大程度上取決于兩個部門和公司的特點。有一些跡象顯示，積極從國外采購材料生產(chǎn)力的影響取決于其公司已經(jīng)在全球范圍進行，但在這種參與程度下也可能接近他們在發(fā)達經(jīng)濟體的最佳水平。目前很少有關(guān)于服務(wù)外包研究，但似乎其提高生產(chǎn)率的影響通常是在制造工廠，而一旦出現(xiàn)大的幅度是在小企業(yè)服務(wù)部門。</p><p>

36、<b>　　1、引言</b></p><p>　　服務(wù)離岸外包出現(xiàn)在20世紀80年代末到90年代初，是與承包的客戶服務(wù)相關(guān)的工作，但此后已轉(zhuǎn)移到更大范圍的活動，包括工程、軟件開發(fā)和其他需要高技能的人力資本。由于西方經(jīng)濟中的服務(wù)業(yè)的巨大規(guī)模和增加廣泛的任務(wù)的離岸外包的潛力,境外參展的就業(yè)人數(shù)可能會受到影響。</p><p>　　然而這一現(xiàn)象，似乎已經(jīng)進入了新的階段，外包

37、服務(wù)越來越重要。這一結(jié)構(gòu)的變化已經(jīng)進行一段時間,通常歸因于三個因素之間的相互作用：技術(shù)進步、經(jīng)濟和競爭壓力，以降低成本和提高生產(chǎn)效率，有利于貿(mào)易自由化的體制發(fā)展。</p><p><b>　　2、外包的理論觀點</b></p><p>　　參加競爭日益激烈的經(jīng)濟環(huán)境，決定離岸公司在本質(zhì)上是活動等相關(guān)因素驅(qū)動生產(chǎn)成本、分銷和生產(chǎn)率。從這個角度來看離岸外包公司被視為是其業(yè)

38、務(wù)戰(zhàn)略的一部分。例如，如果外包使公司在相對低效率的生產(chǎn)運行過程，外部供應(yīng)商比較便宜，或者更有效的生產(chǎn)能力，公司能將他們的目光轉(zhuǎn)移到重點領(lǐng)域，有一個比較優(yōu)勢和擴展輸出，或從事新的商業(yè)活動。任務(wù)離岸外包水平或高復雜性的核心活動，另一方面，仍然缺乏吸引力，因為安全問題可能難以控制過程。</p><p>　　對公司的決定產(chǎn)生的內(nèi)部或通過合同外包市場的理論文獻是廣泛的，可以追溯到科斯（1937）和他的企業(yè)理論。但是，最近在

39、外國對這一現(xiàn)象的關(guān)注已經(jīng)成長。這項工作最常見的主要依據(jù)是交易成本理論，或者，特別是委托代理框架。</p><p>　　代理理論：根據(jù)這一理論有限理性和自私的行為或者機會主義對公司的員工可以意味著生產(chǎn)力的損失。這樣，沖突的目標之間的公司及其員工的利益可能會對公司造成問題。為了減少低效率，從源頭制止這種公司可以外包的活動，外部供應(yīng)商和控制的結(jié)果為基礎(chǔ)，通過合同的輸出或供應(yīng)商的努力。 交易成本理論：根據(jù)這一理論

40、,外包只是理想的只要成本的相關(guān)資產(chǎn)具體投資、合同不完全性和搜索努力比預(yù)期的低成本優(yōu)勢。外包的情況下，通常是與專業(yè)化的管理理論，即管理理論對企業(yè)的核心競爭力為重點。 在總體水平上，外包可以提高生產(chǎn)力的影響，如果外包會導致新企業(yè)的創(chuàng)建，以及舊的破壞。這個過程往往與熊彼特的創(chuàng)造性破壞理論相關(guān)。其他相關(guān)理論，已審查了提高生產(chǎn)率的效果，由于知識溢出的潛力，以上以及企業(yè)的能力，把重點放在核心競爭力，通過外包相對低效的活動。 3、調(diào)查指示

41、</p><p>　　從積極的生產(chǎn)力和服務(wù)離岸外包的材料沒有出現(xiàn)有說服力的產(chǎn)生影響的證據(jù)。在這種活動的顯著效益，因此可能被高估，而且很多國家都依賴于企業(yè)間的異質(zhì)性。最近的一些調(diào)查的數(shù)目在一定程度上支持這些意見。 隨著有關(guān)調(diào)查估計，響應(yīng)率和可能的選擇偏差質(zhì)量有所保留，至少可以得出兩個以上的重要信息。首先,盡管目前的印象是離岸外包帶來巨大的經(jīng)濟效益，目前還不清楚這些效益是如何實現(xiàn)的。其次，降低成本差異較大，

42、從調(diào)查問卷調(diào)查可能表明存在之間的是外包的部門和企業(yè)的具體特點，以及不同活動所實現(xiàn)的效益大的差距。 </p><p>　　在實踐中，似乎很少有公司的組織和資金能力獲得國際化的全部潛力，現(xiàn)階離岸外包是公司的主要現(xiàn)象。有一些人支持這一觀點。在一個季度調(diào)查及國際的首席執(zhí)行官的咨詢公司，1100家中等規(guī)模的美國公司大約只有5% 的首席執(zhí)行官表示他們打算將IT工作外包海外。只有12％的人表示他們計劃將從事離岸生產(chǎn)工作，約73

43、％無意從事離岸外包。由Gartner包括956位首席信息官（CIO），其中一半來自北美進行了另一項調(diào)查，得出了類似的情況。近80％的人沒有看到IT外包或離岸外包作為優(yōu)先考慮在最近四年里。</p><p><b>　　4、總結(jié)</b></p><p>　　目前離岸外包在公眾討論中不是很重視，令人驚訝的是幾乎沒有這個主題的研究。在服務(wù)外包的發(fā)展趨勢下和在西方國家潛在的就業(yè)

44、人數(shù)下，對勞動力市場的關(guān)注越來越多。因此，大多數(shù)研究報告離岸外包都是從從勞動力市場的角度，而這種對生產(chǎn)力現(xiàn)象的影響已經(jīng)在很大程度上被忽略了。這是本文的目的，對已有的生產(chǎn)離岸外包的影響及其主要的結(jié)果研究作一概述。</p><p>　　大多數(shù)研究解決表明離岸外包和生產(chǎn)力之間的聯(lián)系是基于一份關(guān)于制造業(yè)機構(gòu)的強烈關(guān)注的數(shù)據(jù)。但是最近的研究，更傾向于離岸外包的材料和服務(wù)以及在服務(wù)行業(yè)的公司。</p><

45、p>　　外包如何影響生產(chǎn)力，沒有明確的模式，很多國家都依賴于部門和公司的具體特點。但是，就有可能得出一些文獻中得出的結(jié)論。首先，出現(xiàn)報酬遞減的征兆,離岸外包材料的制造企業(yè),生產(chǎn)等活動的影響,很少被發(fā)現(xiàn)。相反的離岸外包服務(wù)，公司長期從事材料外包和離岸外包從物質(zhì)利益可能因此已經(jīng)達到飽和點。其次，一般看來服務(wù)外包，如果沒有通過提高生產(chǎn)力，而制造公司進行相反的是對服務(wù)部門企業(yè)的真正影響。第三，如果該公司已經(jīng)在國際舞臺上活躍，生產(chǎn)力的積極影