Les changements organisationnels liés aux stratégies d'externalisation:le cas d'une entreprise industrielle
AbstractOutsourcing is one of the main origins of firm's shrinkage. Outsourcing strategy can be defined as the purchase of a product or a service, which was previously internally realized. This purchased resource remains indispensable to the value creation chain. This paper tries to provide elements of answer to the following question:What are the organizational consequences of outsourcing ? Transaction Cost Theory (TCT) and Resource Based View (RBV) literature are the main theories mobilized to understand outsourcing strategy. We present the case study of a French company that outsourcized most of its functions. We conclude with four propositions concerning organizational and human impacts of outsourcing strategy.
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Bibliographic InfoArticle provided by revues.org in its journal Revue Finance Contrôle Stratégie.
Volume (Year): 5 (2002)
Issue (Month): 1 (March)
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Find related papers by JEL classification:
- L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
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- Karine Fabre & Gwenaëlle Nogatchewsky & Anne Pezet, 2010. "Contribution à une histoire de l’externalisation:le cas Renault (1945-1975)," Revue Finance Contrôle Stratégie, revues.org, vol. 13(2), pages 145-188., June.
- Nogatchewsky, Gwenaëlle, 2006. "L’impact de la dépendance sur les stratégies de contrôle d’un équipementier automobile vis-à-vis de ses fournisseurs : une lecture militaire," Economics Papers from University Paris Dauphine 123456789/1276, Paris Dauphine University.
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