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The World is Flat

Research paper on “The World Is Flat” by Thomas Friedman connects to people, events, in the 21st century. Although Friedman’s text makes a host of claims with regard to the development of the global community, the observation in the research paper that the world is flat seems to connote a sense of uniformity that is developing in the international community. As organizations and individuals become more homogenous in an international context, due to the process of globalization, the specific advantages that can be garnered through the process of outsourcing are dwindling. Thus, when considering whether or not to outsource, organizations must assess the potential for competitors to do the same. As more organizations engage in outsourcing, the competitive advantage that can be garnered from this process will be diminished.

The World is Flat

Clearly, the research paper notes that observations made by Friedman have marked implications for the development of outsourcing as a strategic business plan. While many organizations may find that they must outsource in order to ensure their competitive advantage, many may find that the benefits that they can reap from this process are smaller than what are initially envisioned. In this context, the organization must realize that outsourcing for financial gains may not be the best reason for outsourcing. Instead, organizations must consider how outsourcing can impact the overall operation of the organization. If the organization determines that outsourcing has no inherent benefit, this methodologyof organizational development may have no real benefit.

Research paper on “The World Is Flat” by Thomas Friedman connects to people, events, in the 21st century. Although Friedman’s text makes a host of claims with regard to the development of the global community, the observation in the research paper that the world is flat seems to connote a sense of uniformity that is developing in the international community. As organizations and individuals become more homogenous in an international context, due to the process of globalization, the specific advantages that can be garnered through the process of outsourcing are dwindling. Thus, when considering whether or not to outsource, organizations must assess the potential for competitors to do the same. As more organizations engage in outsourcing, the competitive advantage that can be garnered from this process will be diminished.

Clearly, the research paper notes that observations made by Friedman have marked implications for the development of outsourcing as a strategic business plan. While many organizations may find that they must outsource in order to ensure their competitive advantage, many may find that the benefits that they can reap from this process are smaller than what are initially envisioned. In this context, the organization must realize that outsourcing for financial gains may not be the best reason for outsourcing. Instead, organizations must consider how outsourcing can impact the overall operation of the organization. If the organization determines that outsourcing has no inherent benefit, this methodology of organizational development may have no real benefit.

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