Now showing 1 - 3 of 3
  • Publication
    The development of an outsourcing process model
    This paper aims to develop a dynamic process view of outsourcing. In the research, a longitudinal, grounded theory approach was used, with iterative steps of reviewing the current literature and knowledge on outsourcing and, in parallel, empirically examining the processes occurring with three case companies. The case companies, all from the telecommunications industry, outsourced at least three activities, which were examined over the course of 4 years. The research provided a dynamic model of the outsourcing process as well as identifying key drivers and influences on the process.
      1193Scopus© Citations 13
  • Publication
    Influences and outcomes of outsourcing: Insights from the telecommunications industry
    This paper presents findings from an analysis of the experiences of three telecommunications companies that have embarked upon extensive outsourcing. Transaction cost economics and the resource-based view were used to derive a theoretical framework to determine the key influences on the outsourcing process and the outsourcing outcomes in the three case companies. The findings have shown that those companies that developed collaborative relationships with their suppliers achieved higher levels of success with outsourcing. The findings challenge some of the prescriptions of transaction cost economics in relation to outsourcing, particularly in the area of inter-organisational collaboration. The findings have also challenged the value of the core/non-core logic as a basis for outsourcing. Furthermore, the research has identified the influence of political motivations on outsourcing as an important area for further research.
      1106Scopus© Citations 48
  • Publication
    Self-interest or the greater good: How political and rational dynamics influence the outsourcing process
    Purpose: The purpose of this research is to provide an understanding of the influence of political goals and behaviour on the outsourcing decision process and outcomes. Design/methodology/approach: The research used an exploratory longitudinal case-based approach. Eight outsourcing projects in three telecommunications companies were analysed from the initial decision to the outcome of the case. Findings: We show how political goals and behaviours influence the outsourcing decision process and inductively develop four political goals: personal reputation, attainment, elimination and control. We also identify three dynamic outsourcing paths: the personal reputation path, which leads to successful outcomes; the short-term attain and eliminate path leading to unsuccessful outcomes; and the destabilised path, which leads to mixed outcomes. All of these can be tested in other empirical settings. Research limitations/implications: The implications for outsourcing literature are that political intentions influence the decision process and outcomes. The implications for managers are the ability to identify and manage political goals that influence outsourcing decision process and outcomes. For theorists, we provide an understanding of how political and rational goals and behaviour interact to impact outsourcing outcomes: with political and rational goals and behaviour complementary in some instances. The limitations are that with a small sample the findings are generalisable to theoretical propositions rather than to a population. Originality/value: For the first time, we uncover the political goals that impact the outsourcing decision process and outcomes. We add to the outsourcing literature, transaction cost theory and resource based theory by defining and understanding the political goals that complement these theories.
      866Scopus© Citations 21