Global engineering services: Shedding light on network capabilities |
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| Affiliation: | 1. Birmingham Business School, University of Birmingham, University House, Edgbaston Park Road, Birmingham, B15 2TY, UK;2. Institute for Manufacturing, Department of Engineering, University of Cambridge, 17 Charles Babbage Road, Cambridge, CB3 0FS, UK;1. United Graduate School of Agricultural Science, Gifu University, 1-1 Yanagido, Gifu 501-1193, Japan;2. Faculty of Applied Biological Sciences, Gifu University, 1-1 Yanagido, Gifu 501-1193, Japan;1. Fisher College of Business, The Ohio State University, USA;2. Questrom School of Business, Boston University, USA;3. College of Computing and Institute for People & Technology, Georgia Institute of Technology, USA;1. Krannert School of Management, Purdue University, 403 W. State Street, West Lafayette, IN 47907 USA;2. William Davidson Institute, University of Michigan, 724 University Avenue, Ann Arbor, MI 48105 USA;1. Florida State University, United States;2. University of South Carolina, United States;1. Wake Forest University, 515 Robert Ct., Hillsborough, NC 27278, United States;2. Westminster Business School, University of Westminster, United Kingdom |
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| Abstract: | This paper addresses the operations challenges of effectively managing professional services on a global scale. The specific context for the study is professional engineering services and particularly those that are delivered globally – global engineering services (GES). Estimates suggest that the market for GES was around US$930 billion in 2012, rising to US$1.4 trillion by 2020 (ISG, 2013). Yet this influential sector receives scant attention in the operations management literature. The paper draws on six case studies to explore the operations management challenges of delivering GES. In doing so the paper introduces the concept of network capabilities for GES, highlighting the centrality that: (i) network resources – accessing and deploying dispersed resources, (ii) network coordination – coordinating and integrating network activities, and (iii) network learning – collective learning and knowledge management, all play in enabling the successful operational management of GES. |
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| Keywords: | Global engineering services (GES) Network capabilities Professional service operations management (PSOM) |
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