The performance implications of outsourcing customer support to service providers in emerging versus established economies

Néomie Raassens, Stefan Wuyts, Inge Geyskens

Research output: Contribution to journalArticlepeer-review

22 Scopus citations


Recent discussions in the business press query the contribution of customer-support outsourcing to firm performance. Despite the controversy surrounding its performance implications, customer-support outsourcing is still on the rise, especially to emerging markets. Against this backdrop, we study under which conditions customer-support outsourcing to providers from emerging versus established economies is more versus less successful. Our performance measure is the stock-market reaction around the outsourcing announcement date. While the stock market reacts, on average, more favorably when customer-support is outsourced to providers located in emerging markets as opposed to established economies, approximately 50% of the outsourcing firms in our sample experience negative abnormal returns. We find that the shareholder-value implications of customer-support outsourcing to emerging versus established economies are contingent on the nature of the customer support that is being outsourced and on the nature of the outsourcing firm. Customer-support outsourcing to emerging markets is less beneficial for services that are characterized by personal customer contact and high knowledge embeddedness than for customer-support services that involve impersonal customer contact and are low on knowledge embeddedness. Firms higher in marketing resource intensity and larger firms benefit more from outsourcing customer-support services to emerging markets than firms lower in marketing resource intensity and smaller firms.

Original languageEnglish (US)
Pages (from-to)280-292
Number of pages13
JournalInternational Journal of Research in Marketing
Issue number3
StatePublished - Jan 1 2014

All Science Journal Classification (ASJC) codes

  • Marketing

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