Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of illustrations
- Acknowledgements
- 1 Introduction
- 2 The trend towards outsourcing
- 3 Theoretical influences on outsourcing
- 4 The outsourcing process: a framework for evaluation and management
- 5 Determining the current boundary of the organisation
- 6 Activity importance analysis
- 7 Capability analysis
- 8 An analysis of the strategic sourcing options
- 9 Developing the relationship strategy
- 10 Establish, manage and evaluate the relationship
- 11 Case study – outsourcing experiences at Telco
- 12 Conclusions
- Index
- References
4 - The outsourcing process: a framework for evaluation and management
Published online by Cambridge University Press: 21 August 2009
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of illustrations
- Acknowledgements
- 1 Introduction
- 2 The trend towards outsourcing
- 3 Theoretical influences on outsourcing
- 4 The outsourcing process: a framework for evaluation and management
- 5 Determining the current boundary of the organisation
- 6 Activity importance analysis
- 7 Capability analysis
- 8 An analysis of the strategic sourcing options
- 9 Developing the relationship strategy
- 10 Establish, manage and evaluate the relationship
- 11 Case study – outsourcing experiences at Telco
- 12 Conclusions
- Index
- References
HTML view is not available for this content. However, as you have access to this content, a full PDF is available via the 'Save PDF' action button.
Summary
Introduction
This chapter provides an overview of the stages involved in evaluating and managing the outsourcing process. Background information outlining the stages in the development of the outsourcing framework is presented. The initial analysis in the development of the framework revealed a number of problems encountered by organisations in their efforts to both evaluate the suitability of outsourcing for their organisation and the management of the outsourcing process. These problems stemmed from the lack of a structured step-by-step approach to the evaluation and management of outsourcing. In addition, it was found that many organisations were misinterpreting the core competence approach, which has had a major influence on outsourcing both in theory and practice. It is shown how the outsourcing framework is influenced by a number of the theoretical perspectives discussed in the previous chapter including transaction cost economics (TCE), the resource-based view (RBV) of the firm, the industry view (IV) and the relational view (RV). An outline of the issues that should be considered in the key stages of the outsourcing framework is presented. This section also provides an outline of the structure of the book in the following chapters. Finally, the theoretical implications of the outsourcing framework are discussed.
Practical problems with the outsourcing process
There is evidence to suggest that organisations have not been achieving the desired benefits from outsourcing.
Information
- Type
- Chapter
- Information
- The Outsourcing ProcessStrategies for Evaluation and Management, pp. 63 - 89Publisher: Cambridge University PressPrint publication year: 2005
References
(2002). Gaining and Substaining Competitive Advantage. New Jersey: Prentice Hall, Second edition.
(2003). The seven deadly sins of outsourcing. The Academy of Management Executive, 17, No. 2, 2, 87–98.Google Scholar
(1998). Strategy in Practice. London: Prentice-Hall.
and (1998). The impact of corporate outsourcing on company value. The European Management Journal, 16, No. 6, 635–43.CrossRefGoogle Scholar
Fine, C. H., Vardan, R., Pethick, R. and El-Hout, J. (2001). Moving a slow-clockspeed business into the fast lane: strategic sourcing lessons from value chain redesign in the automotive industry. http://mitsloan.mit.edu/research/clockspeed/finevaluechain.doc
and (1997). Outsourcing: The AMA Survey. New York: The American Management Association.
, and (1994). Competing for the Future. Boston: Harvard Business Press.
and (1984). Policy Analysis for the Real World, New York: Oxford University Press.
and (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74, No. 1, 75–85.Google Scholar
(1999). Which ABC? Accounting based on causality rather than activity-based costing. European Management Journal, 17, No. 5, 501–11.CrossRefGoogle Scholar
, and (2002). Business transformation through outsourcing. Strategy and Leadership, 30, No. 4, 23–28.CrossRefGoogle Scholar
(2001) The Outsourcing Process: From Decision to Relationship Management. Ph.D. Thesis, University of Bath.
(2000). A practical framework for understanding the outsourcing process. Supply Chain Management: An International Journal, 5, No. 1, 22–36.CrossRefGoogle Scholar
and (1993). From value chain to value constellation: designing interactive strategy. Harvard Business Review, 71, No. 4, 65–77.Google Scholar
(1980). Competitive Strategy: Techniques for Analysing Industries and Competitors. New York: The Free Press.
(1985). Competitive Advantage. New York: Free Press.
(1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12, 95–117.CrossRefGoogle Scholar
(1996). The practical development of a make or buy strategy: the issue of process positioning. Integrated Manufacturing Systems, 7, No. 2, 44–51.CrossRefGoogle Scholar
(1997). Strategic Purchasing and Supply Chain Management. London: Pitman Publishing.
and (1998). Configuring value for competitive advantage: on chains, shops, and networks. Strategic Management Journal, 19, 413–437.3.0.CO;2-C>CrossRefGoogle Scholar
Accessibility standard: Unknown
Why this information is here
This section outlines the accessibility features of this content - including support for screen readers, full keyboard navigation and high-contrast display options. This may not be relevant for you.Accessibility Information
Accessibility compliance for the PDF of this chapter is currently unknown
and may be updated in the future.
You have
Access