Applications of outsourcing theory to collaborative purchasing and licensing

Urquhart, Christine

doi:10.1108/03055720210471157

Cited by 10 publications

(11 citation statements)

References 11 publications

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“…The organizational literature has identified various reasons for outsourcing, including better cost control, access to technical expertise, and time savings (Urquhart 2002). McIvor (2008) has argued that specialist suppliers can develop a greater depth of knowledge, invest more in systems and processes, and achieve efficiencies through economies of scale and experience.…”

Section: Facilitators Of and Barriers To Outsourcing Among Householdsmentioning

confidence: 99%

A Transaction Cost Approach to Outsourcing by Households

Raz-Yurovich

2014

Population & Development Rev

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A growing body of literature suggests that the outsourcing of household chores and caring responsibilities is increasingly used by couples as a strategy for more effectively combining work and family life. In the outsourcing process households contract out functions that were previously done in-house to commercial or public-sector service providers. The difficulties facing couples, especially women, in balancing work and family responsibilities affect both their fertility and their employment characteristics. Policy initiatives taken by welfare states seeking to raise low fertility are often aimed at decreasing this role incompatibility, especially by allowing women to maintain their careers while bringing up children (e.g., through longer maternity leave with protection against dismissal, access to affordable childcare, shorter working hours, part-time or flexible jobs, etc.). Apart from being themselves providers of childcare services, some governments also actively encourage households to outsource other tasks, such as housework, in order to reduce women's role incompatibility and allow them to join the labor force.The commercial sector also provides households with services that were once performed within families. In the "new" service economy, families in effect externalize certain aspects of household production, such as childcare, food preparation, and cleaning, and purchase these services in commercial markets. As Esping-Andersen (2009) has noted, a century ago service consumption was mostly driven by demand from privileged rich groups within society, while today's demand is more widely spread through the population. The supply side also plays a part: growing numbers of low-wage workers, many of them poorly protected immigrants, provide a pool of potential service workers (Hondagneu-Sotelo 2001).

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Section: Facilitators Of and Barriers To Outsourcing Among Householdsmentioning

confidence: 99%

A Transaction Cost Approach to Outsourcing by Households

Raz-Yurovich

2014

Population & Development Rev

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“…As might be expected, none of these approaches explains all the behavior observed in practice in outsourcing contracts, although most explain some of the behavior and help predict the likely success of some outsourcing arrangements (Urquhart 2002).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Supplier selection and business process improvement

Garfamy

2009

IJSOM

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While prior research provides considerable evidence for the existence of relationship between supplier selection and Business Process Improvement (BPI), it yields little insight into the level of the relationship.By examining the level of the relationship between supplier selection and BPI practices, the present study contributes to the body of knowledge in both fields through identifying and examining the linkages between two topics based on a developed We begin by reviewing the relevant literature and developing the conceptual research model. We describe key supplier selection and BPI constructs, elaborate on the interrelationships among these variables and pose a series of testable hypotheses regarding the linkages between supplier selection and BPI constructs. Next, we discuss methodological issues related to developing and validating the measures of constructs as well as data collection and analysis procedures. Thereafter, we present and discuss the 1 Doctoral Thesis Reza Mohammady Garfamy results of our substantive tests that involve linear regression models. We conclude by considering the implications for both research and practice and provide recommendations for broadening the scope of future research of supplier selection and BPI.2 Doctoral Thesis

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“…However, if the weak firm management was learning oriented, the firm managers' could learn the art of management from the strong firm (Inkpen, 1998). Another function where firms collaborated was in procurement (Bakker et al, 2008;Urquhart, 2002). This was more so when a set of micro, small or medium enterprises jointly bargained and procured the resources and service the small and medium firms required (Urquhart, 2002;Bhattacharyya, 2018).…”

Section: Where To Collaborate?mentioning

confidence: 99%

Development of an integrated framework regarding inter-firm collaborative business strategies

Bhattacharyya

2020

JSTPM

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Purpose The author, with the help of a conceptual and integrated review of inter-firm collaborative strategies literature, developed an integrated perspective framework regarding inter-firm collaborative business strategies (IFCBS). The purpose of this study is to attain a holistic comprehension regarding IFCBS. Design/methodology/approach The author undertook a conceptual integrated literature review to arrive at the integrated framework on IFCBS. Argumentative and incremental logic was applied to develop the integrated perspective. This is as advocated by scholars (Barney, 2018; Whetten, 1989; Bacharach, 1989; Weick, 1989; Smithey Fulmer, 2012; Cornelissen, 2017, 2019). Findings This work contributed to theory by conceptualizing an integrated perspective framework. The integrated framework regarding inter-firm collaborative strategy was developed based upon the six conceptual elemental questions proposed and discussed in the papers. These were drawn from extant literature developed from the theoretical aspects regarding various aspects of participation between collaborating firms. It was also based upon the dominant and dormant roles played by the partnering firms as well as the objectives of the partnership. The six conceptual elemental questions were as follows: “Why to cooperate?”; “When to cooperate?”; “Which partners to collaborate with?”; “Where to cooperate?”; “How to cooperate?”; and “What are the benefits of collaboration?” Research limitations/implications There was contribution of this conceptual theoretical work in a couple of ways. First, IFCBS have been conceptualized with a reductionist point of view into six conceptual elemental blocks. These acted as antecedent, mediating and dependent factors. Second, an integrated framework on IFCBS was developed. Practical implications This work would help strategy managers to secure a holistic understanding regarding planning and execution of inter-firm collaborative strategies. The conceptual elements indicated in the study would help managers assess the factors regarding which managers should focus on with priority. Further, the factors that might hinder post-collaboration success have also been conceptualized in this work for easy comprehension of the managers. The framework proposed would help managers to comprehend regarding what type of inter-firm collaborative strategy their firm should embark upon so that there would be maximum post-collaboration success. The type of inter-firm collaborative strategies to be followed would be dependent upon the dominance or dormancy of the collaborating partners regarding the conceptual elements as well as the goals to be attained and secured from the inter-firm collaborative strategies. Originality/value This is one of the first theoretical works toward establishment of an integrated perspective framework on IFCBS involving antecedent, mediating and dependent factors.

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Applications of outsourcing theory to collaborative purchasing and licensing

Cited by 10 publications

References 11 publications

A Transaction Cost Approach to Outsourcing by Households

A Transaction Cost Approach to Outsourcing by Households

Supplier selection and business process improvement

Development of an integrated framework regarding inter-firm collaborative business strategies

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