Fulfilling the curious omission of host company responses to reshoring : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy, School of Management, Massey University, Manawatu, New Zealand

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dc.confidentialEmbargo : Noen_US
dc.contributor.advisorLockhart, James
dc.contributor.authorZhang, Lei
dc.date.accessioned2022-03-21T23:48:10Z
dc.date.accessioned2022-07-26T03:57:46Z
dc.date.available2022-03-21T23:48:10Z
dc.date.available2022-07-26T03:57:46Z
dc.date.issued2021
dc.description.abstractWhile offshoring has become one of the most significant strategies adopted by home companies, its subsequent reshoring has created new challenges to research. For reasons that remain unexplained, the extant literature focuses on 'Why' and 'How' to reshore near exclusively from the home company's perspective. However, an interactive dyadic relationship exists between the two resource bundles during reshoring. The findings of a content-analysis based literature review reveal that published case studies focus on Western firms' offshoring and subsequent reshoring strategies, ignoring the host company response. Single and multiple case studies were completed using data collected from four host companies in China. The single case study explores the host company's response to reshoring and its influence on the home companies' decisions. Thematic analysis generated four response strategies: cost-related; market-related; knowledge-related; and, relationship-related. The multiple-case study was used to identify how the host company orchestrates resources obtained from the offshoring network in response to reshoring. Four dimensions of resources acquired from the offshoring network: financial; physical-asset related; knowledge; and, human resources were identified. The network for resource exchange was also observed to contain actors beyond the dyad, notably clients who contributed to the resource bundle. The home company's repatriation leaves resources in the host country, defined as the available residual resource (ARR). This resource bundle then leads to risks and potential sources of competition for the home company. This study adds a new dimension, the host company, to reshoring studies restoring what has become unilateral research into a bilateral dialogue.en_US
dc.identifier.urihttp://hdl.handle.net/10179/17407
dc.publisherMassey Universityen_US
dc.rightsThe Authoren_US
dc.subjectOffshore outsourcingen
dc.subjectManufacturing industriesen
dc.subjectManagementen
dc.subjectEconomic developmenten
dc.subjectChinaen
dc.subjectCase studiesen
dc.subject.anzsrc350706 International businessen
dc.titleFulfilling the curious omission of host company responses to reshoring : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy, School of Management, Massey University, Manawatu, New Zealanden_US
dc.typeThesisen_US
massey.contributor.authorZhang. Leien_US
thesis.degree.disciplineManagementen_US
thesis.degree.grantorMassey Universityen_US
thesis.degree.levelDoctoralen_US
thesis.degree.nameDoctor of Philosophy (PhD)en_US
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