Marshall, DonnaDonnaMarshallMcIvor, RonanRonanMcIvorLamming, RichardRichardLamming2014-09-302014-09-302007 Elsev2007-12Journal of Purchasing and Supply Managementhttp://hdl.handle.net/10197/5967This 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.enThis is the author’s version of a work that was accepted for publication in Journal of Purchasing and Supply Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Purchasing and Supply management (VOL 13, ISSUE 4, (2007)) DOI: 10.1016/j.pursup.2007.07.001OutsourcingResource-based viewTransaction cost economicsCore competenceTelecommunicationsJournal Article13424526010.1016/j.pursup.2007.07.0012014-09-03https://creativecommons.org/licenses/by-nc-nd/3.0/ie/