3. OFFSHORING E PERFORMANCE: UN’ANALISI DELLE IMPRESE OCCIDENTALI IN CINA
3.5 Implicazioni manageriali, limiti e ricerche future
Con questa ricerca ci siamo proposti di capire quali fossero gli effetti della delocalizzazione in Cina delle diverse attività della value chain sulla performance. Dall’analisi dei nostri risultati è possibile capire che, nonostante persista la prevalenza della delocalizzazione di attività più semplici (meno “knowledge-‐based”), ci troviamo di fronte ad un aumento della delocalizzazione di attività più complesse, come quelle di ricerca e sviluppo. Secondo quanto si può dedurre dai nostri dati, l’ingresso in Cina è considerato dalle aziende un fattore importante che consente di aumentare la competitività internazionale. Ciononostante, sembra che la delocalizzazione delle attività sul territorio cinese non sia considerata tanto una conseguenza diretta del tentativo di aumentare il fatturato complessivo delle aziende nel breve termine, quanto piuttosto una ricerca di maggiori efficienze e competenze, dalle quali sarà possibile beneficiare nel lungo termine. L’aumento dei costi di transazione uniti alla necessità di affrontare la presenza di vuoti istituzionali in Cina, implica che la delocalizzazione delle attività costituisca una strategia difficile da implementare con successo. La maggior capacità di gestione di tali complessità da parte delle aziende di maggiori dimensioni e di maggiore esperienza sul territorio cinese comporta che esse siano in grado di ottenere risultati migliori rispetto alle aziende più piccole e di minore esperienza.
Le implicazioni manageriali più importanti che è possibile dedurre dai nostri risultati sono le seguenti:
-‐ più un’azienda aumenta il numero di attività delocalizzate in Cina, più ci si dovrebbero aspettare effetti negativi sul fatturato totale generato dall’azienda in Cina;
-‐ se si mira a delocalizzare in Cina le attività distributive, è consigliabile che lo si faccia quando l’azienda ha raggiunto una dimensione adeguata, in modo che sia in grado di gestire le complessità coinvolte nel processo di delocalizzazione; -‐ quando un’azienda delocalizza in Cina le attività di vendita, si dovrebbe tenere in
considerazione che la performance è soggetta a un miglioramento progressivo con il passare degli anni e l’aumentare dell’esperienza.
Ai fini d’interpretare in maniera consapevole i risultati della nostra ricerca è necessario considerare che essa è stata limitata da alcuni fattori, come la ristrettezza del
campione a nostra disposizione e la provenienza delle aziende da settori industriali diversi. Successive ricerche potranno esplorare più approfonditamente le relazioni da noi individuate, facendo uso di un numero più elevato di osservazioni e cercando d’individuare le eventuali differenze che potrebbero caratterizzare gli effetti della delocalizzazione in Cina delle diverse attività sulla performance a seconda del settore industriale considerato.
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