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Outsourcing to outmanoeuvre:: Outsourcing re-defines competitive strategy and structure

Author

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  • Baden-Fuller, Charles
  • Targett, David
  • Hunt, Brian

Abstract

Based on a case study approach, the authors examine the question: are there some aspects of a company's core business which can and should be outsourced? This question challenges traditional models of strategy which maintain that outsourcing of core activities is risky. Four circumstances are identified for outsourcing and examined in detail. The arguments and case studies suggest a number of lessons for managers and a general conclusion reached which supports the view that the outsourcing of core skills can be very beneficial for firms, providing the right approach is taken.

Suggested Citation

  • Baden-Fuller, Charles & Targett, David & Hunt, Brian, 2000. "Outsourcing to outmanoeuvre:: Outsourcing re-defines competitive strategy and structure," European Management Journal, Elsevier, vol. 18(3), pages 285-295, June.
    • Handle: RePEc:eee:eurman:v:18:y:2000:i:3:p:285-295
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    Citations

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    Cited by:

    1. Luigi Cantone & Pierpaolo Testa & Svend Hollensen & Giuseppe Fabio Cantone, 2019. "Outsourcing New Product Development Fostered By Disruptive Technological Innovation: A Decision-Making Model," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 23(01), pages 1-45, January.
    2. Abel Lucena, 2009. "The antecedents and innovation consequences of organizational search: empirical evidence for Spain," Working Papers XREAP2009-08, Xarxa de Referència en Economia Aplicada (XREAP), revised Oct 2009.
    3. Molintas, Dominique Trual, 2010. "Globalisation impact on Danish SME: Offshore Outsourcing & local competitiveness," MPRA Paper 96529, University Library of Munich, Germany.
    4. Upadhyayula, Rajesh S. & Dhandapani, Karthik & Karna, Amit, 2017. "The Role of Cluster Presence and Quality Certification in Internationalization and Performance of Offshore Service Providers," Journal of International Management, Elsevier, vol. 23(1), pages 72-86.
    5. Farok J. Contractor & Vikas Kumar & Sumit K. Kundu & Torben Pedersen, 2010. "Reconceptualizing the Firm in a World of Outsourcing and Offshoring: The Organizational and Geographical Relocation of High-Value Company Functions," Journal of Management Studies, Wiley Blackwell, vol. 47(s2), pages 1417-1433, December.
    6. Fiona Davies & Luiz Moutinho & Graeme Hutcheson, 2005. "Constructing a knowledge‐based system to aid scenario‐based strategic planning: an application to the European airline industry," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 13(2), pages 61-79, June.
    7. Steven Globerman & Aidan Vining, 2004. "The Outsourcing Decision: A Strategic Framework," International Trade 0404007, University Library of Munich, Germany.
    8. Upadhyayula, Rajesh & Karthik, D. & Karna, Amit, 2015. "Role of Clusters and Certification in the Internationalization of Offshoring Service Providers from Emerging Markets: A Study of Indian IT firms," IIMA Working Papers WP2015-03-35, Indian Institute of Management Ahmedabad, Research and Publication Department.
    9. Sanner, Leif, 2005. "After outsourcing – the outsourced unit: Dependence, capabilities and strategy," Working Papers 2005:2, Örebro University, School of Business.
    10. Mehmet Altin, 2021. "Does resource-based view explain outsourcing intention: Revenue management perspective," Tourism Economics, , vol. 27(2), pages 292-306, March.

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