产品服务外包:环境不确定性和部分可观测性的影响

Yimin Wang, Mei Li, Ning Ma, Heng Zhang
{"title":"产品服务外包:环境不确定性和部分可观测性的影响","authors":"Yimin Wang, Mei Li, Ning Ma, Heng Zhang","doi":"10.1287/msom.2022.0222","DOIUrl":null,"url":null,"abstract":"Problem definition: Product service plays a crucial role for brands to retain customers and spur revenue growth. It is, however, often outsourced to a third-party provider, driven by cost savings and the ability to focus on core businesses. Although there is a large body of literature studying service outsourcing, the impact of service environment uncertainty (i.e., changing customer needs and shifting resource requirements) has received sparse attention in the past but is becoming a major concern because of increased market turbulence. This research explores how environment uncertainty in service provision influences a brand’s intent to outsource, and, if the brand decides to outsource, how it can retain the potential cost advantages offered by a third-party provider. Methodology/results: This research develops a normative model to explore key drivers that impact service outsourcing outcomes under environment uncertainty and partial observability. We find that environment uncertainty can accelerate a brand’s propensity to outsource, and a brand typically benefits from outsourcing initially. Yet, we show that such benefits can dissipate over time because of partial observability. Monitoring efforts help to mitigate the adverse impact of environment uncertainty and partial observability, but cannot attain anticipated outsourcing benefits unless monitoring is costless. In contrast, nudging service providers to self-report the cost of resources is effective even if the monitoring cost is high. Managerial implications: Brands should carefully consider environment uncertainty, partial observability, and monitoring ability when deciding whether to outsource product services to third-party providers. A heuristic monitoring policy can be effective when the monitoring cost is very high or very low but can perform poorly when the monitoring cost is in the intermediate range. Thus, outsourcing is more attractive when environment uncertainty is significant, but the value of outsourcing can only be realized when (a) partial observability is insignificant, (b) monitoring is inexpensive, or (c) provider self-reporting can be nudged. If none of the conditions hold, then the brand can suffer significant losses from the anticipated benefits of product service outsourcing.Funding: This research is partially supported by the first author's 2022 Dean’s Excellence Summer Research Grant from W. P. Carey School of Business, Arizona State University.Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2022.0222 .","PeriodicalId":501267,"journal":{"name":"Manufacturing & Service Operations Management","volume":"23 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Product Service Outsourcing: Impact of Environment Uncertainty and Partial Observability\",\"authors\":\"Yimin Wang, Mei Li, Ning Ma, Heng Zhang\",\"doi\":\"10.1287/msom.2022.0222\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Problem definition: Product service plays a crucial role for brands to retain customers and spur revenue growth. It is, however, often outsourced to a third-party provider, driven by cost savings and the ability to focus on core businesses. Although there is a large body of literature studying service outsourcing, the impact of service environment uncertainty (i.e., changing customer needs and shifting resource requirements) has received sparse attention in the past but is becoming a major concern because of increased market turbulence. This research explores how environment uncertainty in service provision influences a brand’s intent to outsource, and, if the brand decides to outsource, how it can retain the potential cost advantages offered by a third-party provider. Methodology/results: This research develops a normative model to explore key drivers that impact service outsourcing outcomes under environment uncertainty and partial observability. We find that environment uncertainty can accelerate a brand’s propensity to outsource, and a brand typically benefits from outsourcing initially. Yet, we show that such benefits can dissipate over time because of partial observability. Monitoring efforts help to mitigate the adverse impact of environment uncertainty and partial observability, but cannot attain anticipated outsourcing benefits unless monitoring is costless. In contrast, nudging service providers to self-report the cost of resources is effective even if the monitoring cost is high. Managerial implications: Brands should carefully consider environment uncertainty, partial observability, and monitoring ability when deciding whether to outsource product services to third-party providers. A heuristic monitoring policy can be effective when the monitoring cost is very high or very low but can perform poorly when the monitoring cost is in the intermediate range. Thus, outsourcing is more attractive when environment uncertainty is significant, but the value of outsourcing can only be realized when (a) partial observability is insignificant, (b) monitoring is inexpensive, or (c) provider self-reporting can be nudged. If none of the conditions hold, then the brand can suffer significant losses from the anticipated benefits of product service outsourcing.Funding: This research is partially supported by the first author's 2022 Dean’s Excellence Summer Research Grant from W. P. Carey School of Business, Arizona State University.Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2022.0222 .\",\"PeriodicalId\":501267,\"journal\":{\"name\":\"Manufacturing & Service Operations Management\",\"volume\":\"23 1\",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2024-03-21\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Manufacturing & Service Operations Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1287/msom.2022.0222\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Manufacturing & Service Operations Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1287/msom.2022.0222","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0

摘要

问题定义:产品服务对品牌留住客户和刺激收入增长起着至关重要的作用。然而,出于节约成本和专注于核心业务的考虑,产品服务往往被外包给第三方供应商。虽然有大量文献研究服务外包,但服务环境不确定性(即不断变化的客户需求和资源需求的变化)的影响过去很少受到关注,但由于市场动荡加剧,它正成为一个主要问题。本研究探讨了服务提供环境的不确定性如何影响品牌的外包意向,以及如果品牌决定外包,如何保留第三方供应商提供的潜在成本优势。方法/结果:本研究建立了一个规范模型,以探讨在环境不确定和部分可观察性条件下影响服务外包结果的关键驱动因素。我们发现,环境的不确定性会加速品牌的外包倾向,品牌通常会在初期从外包中获益。然而,我们发现,由于部分可观测性,这种好处会随着时间的推移而消失。监测工作有助于减轻环境不确定性和部分可观测性的不利影响,但除非监测不需要成本,否则无法实现预期的外包效益。相反,即使监控成本很高,鼓励服务提供商自我报告资源成本也是有效的。管理意义:品牌在决定是否将产品服务外包给第三方供应商时,应仔细考虑环境的不确定性、部分可观察性和监控能力。当监控成本很高或很低时,启发式监控政策会很有效,但当监控成本处于中间范围时,监控政策就会表现不佳。因此,当环境的不确定性很大时,外包更有吸引力,但只有在以下情况下,外包的价值才能实现:(a) 部分可观测性微不足道;(b) 监控成本低廉;或 (c) 可以鼓励供应商自我报告。如果上述条件都不成立,那么品牌就会因产品服务外包的预期效益而蒙受巨大损失:本研究部分由第一作者获得亚利桑那州立大学 W. P. 凯里商学院 2022 年院长优秀暑期研究奖学金资助:在线附录见 https://doi.org/10.1287/msom.2022.0222 。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
Product Service Outsourcing: Impact of Environment Uncertainty and Partial Observability
Problem definition: Product service plays a crucial role for brands to retain customers and spur revenue growth. It is, however, often outsourced to a third-party provider, driven by cost savings and the ability to focus on core businesses. Although there is a large body of literature studying service outsourcing, the impact of service environment uncertainty (i.e., changing customer needs and shifting resource requirements) has received sparse attention in the past but is becoming a major concern because of increased market turbulence. This research explores how environment uncertainty in service provision influences a brand’s intent to outsource, and, if the brand decides to outsource, how it can retain the potential cost advantages offered by a third-party provider. Methodology/results: This research develops a normative model to explore key drivers that impact service outsourcing outcomes under environment uncertainty and partial observability. We find that environment uncertainty can accelerate a brand’s propensity to outsource, and a brand typically benefits from outsourcing initially. Yet, we show that such benefits can dissipate over time because of partial observability. Monitoring efforts help to mitigate the adverse impact of environment uncertainty and partial observability, but cannot attain anticipated outsourcing benefits unless monitoring is costless. In contrast, nudging service providers to self-report the cost of resources is effective even if the monitoring cost is high. Managerial implications: Brands should carefully consider environment uncertainty, partial observability, and monitoring ability when deciding whether to outsource product services to third-party providers. A heuristic monitoring policy can be effective when the monitoring cost is very high or very low but can perform poorly when the monitoring cost is in the intermediate range. Thus, outsourcing is more attractive when environment uncertainty is significant, but the value of outsourcing can only be realized when (a) partial observability is insignificant, (b) monitoring is inexpensive, or (c) provider self-reporting can be nudged. If none of the conditions hold, then the brand can suffer significant losses from the anticipated benefits of product service outsourcing.Funding: This research is partially supported by the first author's 2022 Dean’s Excellence Summer Research Grant from W. P. Carey School of Business, Arizona State University.Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2022.0222 .
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
自引率
0.00%
发文量
0
期刊最新文献
Competition in Optimal Stopping: Behavioral Insights Information Dependency in Mitigating Disruption Cascades Adaptive Two-Stage Stochastic Programming with an Analysis on Capacity Expansion Planning Problem Demand Equilibria in Spatial Service Systems Optimal Salesforce Compensation with General Demand and Operational Considerations
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1