School of Business and Economics

Research

Jade Wendy Brooks

Photo of  Jade Wendy Brooks

Doctoral Researcher in International Business, Strategy and Innovation

Jade Wendy Brooks joined the Global Sourcing Research Interest Group as a PhD student, in October 2013, after being awarded a research studentship. Previously, Jade worked in industry as a Market Research and Insight Analyst, for CGA Strategy, a global on-trade consultancy firm.

MSc (Distinction) in International Management from Loughborough University winning the University Prize for Best Overall Academic Performance, 2011.

BA in English Literature (with Spanish) from Loughborough University in 2007 - 2010.

Research Interest:

Globally distributed work; Information systems; Control; Knowledge management

 

Research Plan:

Jade’s research seeks to gain more understanding of the challenges distributed organisations face following the migration of services to captive shared service units. Using qualitative, interpretive case study methods, the intention is to compile a PhD which addresses three main research questions:

  • We ask, ‘How globally distributed teams negotiate persistent tensions in collaborative work practices?’

Organisations are able to benefit from competing objectives by getting different teams, in different locations, to focus on different activities. One team is tasked with transactional work, focusing on cost reduction and standardisation, while another team will be tasked with customer specific work, focusing on quality and adaptation. However, when teams are required to collaborate on distributed work these contradictions between what teams do, how they do them, and the values they hold, can be challenging for those facing them. We develop a paradox perspective to explore how globally distributed teams resolve such inherent tensions.

  • We ask, ‘How do globally distributed teams (GDTs) overcome overinvestment in migrated tasks?’

Migrating tasks rely on GDTs trusting one another to complete their individual activities effectively. While some teams may be happy to give up performing activities to focus on other, more interesting tasks, other teams are hesitant to fully let go of activities. Instead, the instinct of some teams is to stay emotionally and cognitively invested in tasks that have already been migrated. Overinvestment can have a debilitating effect on teams, hindering efficiencies and stagnating innovation. We draw on the frame alignment literature to show how GDTs ease overinvestment in migrated tasks.

  • We ask, ‘How distributed organisations transform their capabilities following the migration of services to captive units?’

Potential gains of globally distributed work rely on different teams having compatible and complimentary capabilities. We explore how individual teams develop and transform their abilities and resources following the migration of activities from multiple business units to a centralised shared service unit. To answer the question we develop a thorough literature review supported with case study data. 

 

Supervisors:

  • Professor Ilan Oshri
  • Professor M.N. Ravishankar

 

Featured Publications: