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Reports that transfer of ownership from government to private hands is touted as the only way to eliminate inefficiencies in the public sector. Argues that the alternative approach ‐ increasing competitive intensity through decontrol of restricted industries without changing ownership to private investors ‐ is likely to provide similar efficiency gains. Examines this hypothesis empirically in the context of state‐owned manufacturing enterprises in India that face effective competition from private sector firms. Shows, from analysis of variance of efficiency indicators of a longitudinal sample of 108 firms over the period 1988‐1992, that increasing levels of competition trigger corresponding increases in the overall level of technical efficiency of state‐owned enterprises that face competitive conditions. Provides a persuasive case for introducing competitive markets as an alternative to complete privatization, especially in monopolisitc settings.

Corporate social responsibility (CSR) and its impact on performance have generated a debate that has evolved across several perspectives (shareholder, stakeholder, resource-based, and contingency). Building on the resource-based and contingency perspectives, we shed new light on this debate by analyzing the impact of CSR on performance in emerging market firms, advancing the idea that CSR is a mechanism that helps address market and government failures. We first argue that CSR's three constituent dimensions (environmental, social, and governance) vary in their impact on performance because each dimension has a different mitigating effect on contextual failures that hobble emerging market firms. Specifically, we contend that social CSR has a larger effect on performance than either governance CSR or environmental CSR for emerging market firms, because the former helps build capabilities that more directly reduce the negative consequences of government failures in the provision of public goods and services that firms need to operate efficiently. We then provide additional depth to this idea by arguing that other mechanisms used for mitigating market failures in an emerging market context, namely firm-level business group affiliation and country-level government policy nudges, strengthen this differential influence of each of the three dimensions of CSR on performance. Analyses of a sample of 89 publicly traded Indian firms from 2007 to 2017 support these arguments. Funding: A. Cuervo-Cazurra thanks the Lloyd Mullin fellowship at Northeastern University for financial support. S. Purkayastha thanks Indian Institute of Management, Calcutta for financial support. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1639 .

PurposeThe purpose of this paper is to examine the impact of economic development on culture and the significance of cultural change on the evolution of offshoring of services and knowledge‐based activities.Design/methodology/approachThe paper offers a conceptual model that links economic development, national cultural predispositions, and the future of offshoring service and knowledge functions. It builds on a range of academic literatures within these core areas to derive a set of propositions that offer insights into the manner in which the relative success and evolution of offshoring service and knowledge work would be impacted by a country's economic development posture and its cultural roots and value systems. The model presented here is also well complemented by examples from real offshoring projects to offer the reader a comprehensive picture of the central propositions put forth.FindingsSeveral propositions, formulated at the multidisciplinary intersection of service operations management, strategy, and international studies, provide ample opportunities for further discipline‐specific and cross‐disciplinary examination of complex interactions of economic development, culture, and offshoring approaches.Research limitations/implicationsThis form of conceptual research provides the basis for more rigorous theory development and testing. The aim of the conceptual analysis was to begin linking nascent research in the area of service and knowledge offshoring to an area of research that examines the links between economic development and culture.Practical implicationsGlobal operations managers dealing with extended service value chains that include offshore service providers must not only focus on dealing with cultural differences but they must also identify requisite cultural attributes for evolving service center roles.Originality/valueBy integrating perspectives from service operations management, strategy, and international studies, the paper provides new perspectives on offshoring of service and knowledge operations.