HR submmission final 6june07IR,22-1-09.pdf (102.63 kB)
Lived experiences of offshoring : an examination of UK and Indian financial service employees’ accounts of themselves and one another
journal contribution
posted on 2009-01-23, 09:21 authored by Laurie Cohen, Amal El-SawadThis article is about employees’ lived experiences of offshoring. Focusing on the
accounts of individuals in a financial services company operating in the UK and
Mumbai, India, it examines the ways in which respondents constructed and
positioned themselves in relation to one another in the stories they told. We argue
that in their accounts our respondents mobilized discourses of culture and cultural
difference to describe and justify this positioning, with particular reference to ‘the
language barrier’, work ethics and notions of competence. We draw three broad
conclusions. The first is empirical and concerns the benefits of in-depth case study
research for developing understandings of this emerging sector. The second
conclusion relates to respondents’ use of cultural ascriptions to justify certain existing
patterns of behaviour and to foreclose discussion of alternatives. The third conclusion
highlights the deep sense of ambivalence that permeates our dataset, proposing that
within this ambivalence lie possibilities for resistance and change.
This paper is about employees’ lived experiences of offshoring. Focusing on the
accounts of individuals in a financial services company operating in three centres in
the United Kingdom and one in Mumbai, India, it examines the ways in which Indian
and UK workers account for one another, and considers these understandings for
organizational practice. In the last five years the growth of business outsourcing and
offshoring has generated fierce debate. On a macro level, while some commentators
have described such arrangements as providing both source and destination
countries with opportunities for prosperity, flexibility, security and freedom (Friedman,
2005), others see India, China etc. simply as providers of cheap labour, and this form
of modernisation as ultimately leading to even greater inequality and deprivation
(Mishra, 2006). With regard to India in particular, with some notable exceptions (eg,
Mirchandani, 2004, 2005; McMillan, 2006) commentators are similarly divided, with
arguments that the technology enabled sector is offering high wages and
unprecedented career and life prospects to aspirational young people (NASSCOM;
Dossani & Kenney, 2003) set against a view of Indian customer service workers as
‘cyber coolies’, ‘insecure’ and ‘vulnerable’ casualities of the new economic order
(Ramesh, 2004).
While important contextually, our paper does not aim to take a position in this highly
polarized debate. Rather, our interest here is in employees’ lived experiences of
these new forms of organization. The literature on customer service sectors
highlights relationships with customers as central to employees’ experiences of work
(Korczynski, 2002; Mirchandani, 2005). However, in our data it was the dynamics
between UK and Indian employees that emerged as a defining feature of this
transnational setting. In this paper we interrogate the ways in which respondents
constructed and positioned themselves in relation to one another in the stories they
told. We argue that in their accounts our respondents mobilised discourses of
‘culture’ and especially of ‘cultural difference’ to describe and justify this positioning,
most specifically with respect to language issues, work ethics and their implications
for organizational practice, and notions of competence. We suggest that such data
provide rich insights into how work is made sense of, legitimated and enacted in
these putative organizational forms.
A distinguishing feature of our study is the structure of our case study organization.
As Taylor and Bain (2003) have explained, outsourcing and offshoring are generic terms, used in diverse, sometimes overlapping ways, to denote a whole range of
organizational arrangements from contracting out to a third party based overseas
(described in India as ‘business process outsourcing’, or BPO), to the wholly owned
subsidiary (in India termed the ‘captive’) (see also Mitter, 2000 and Dossani &
Kenney, 2003). The organization we studied is a captive, which means that although
the Indian operation has its own management structure, UK and Indian employees
work alongside one another and are all considered to be part of the same, highly
reputed and long-standing UK financial services company. Whereas the BPO sector
is based on short-term, transactional client/service provider relationships, in a captive
the relationships between India and the UK are much more complex, with business
processes wholly based in one site, with others operating across sites. This matrix
structure creates spaces for wide-ranging interaction and the development of multifaceted
relationships between the UK and Indian staff.
Turning to the structure of the paper, following this introduction we will consider key
debates and perspectives in the literature on offshored customer service work, then
focus on the Indian context in particular and the ways in which this has been written
about in the West, as well as in the Indian popular and academic press. We then turn
to our study, briefly describing the case study organization and our research design.
The empirical discussion examines respondents’ ascriptions of culture and cultural
difference with respect to three permeating themes: the ‘language barrier’, work
ethics and organizational practices, and notions of competence. In the discussion we
draw three broad conclusions. The first is empirical and concerns the benefits of indepth
case study research for developing understandings of this emerging sector.
The second conclusion relates to respondents’ use of cultural ascriptions to justify
certain existing patterns of behaviour, and to foreclose discussion of alternatives. The
third conclusion highlights the deep sense of ambivalence that permeates our
dataset, proposing that within this ambivalence lie possibilities for resistance and
change.
History
School
- Business and Economics
Department
- Business
Citation
COHEN, L. and EL-SAWAD, A., 2007. Lived experiences of offshoring : an examination of UK and Indian financial service employees’ accounts of themselves and one another. Human Relations, 60 (8), pp. 1235-1262Publisher
Sage / © The Tavistock InstituteVersion
- AM (Accepted Manuscript)
Publication date
2007Notes
This article was published in the journal, Human Relations [© The Tavistock Institute] and the definitive version is available at: http://hum.sagepub.comISBN
1741-282X;0018-7267Language
- en