Outsourcing in Edinburgh and the Lothians

Bailey, William J.; Masson, Ron; Raeside, Robert

doi:10.1016/s0969-7012(01)00008-9

Cited by 41 publications

(28 citation statements)

References 7 publications

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“…The former has been adopted as an implicit assumption in many earlier studies (e.g., Bailey, Masson and Raeside, 2002). For the present study we also include the latter perspective, which points at the critical role of international outsourcing in the strategic and technological prowess of firms (Kotabe, 1998;Petersen et al, 2000).…”

Section: Introductionmentioning

confidence: 99%

A technological contingency perspective on the depth and scope of international outsourcing

Mol

Pauwels

Matthyssens

et al. 2004

Journal of International Management

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In this study we present and test a technological contingency perspective on two dimensions of international outsourcing: depth and scope. The depth of international outsourcing refers to the ratio of foreign to total outsourcing. The scope of international outsourcing captures the degree of psychic dispersion between the country of operations and the countries a firm is outsourcing from. Using multiple regression analysis on a sample of 189 firms in the Netherlands, the effect of five technological contingency factors is measured: product innovation, technological and volume uncertainty, asset specificity, and the integration of the outsourcing function. A most interesting finding is that technological uncertainty and the degree of product innovation turn out to be both positively associated with a high scope/low depth type of international outsourcing and negatively associated with a low scope/high depth type of international outsourcing. The findings create a platform for a two-dimensional typology, which provides an explanatory logic for the expansion and development path of international outsourcing.

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Section: Introductionmentioning

confidence: 99%

A technological contingency perspective on the depth and scope of international outsourcing

Mol

Pauwels

Matthyssens

et al. 2004

Journal of International Management

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show abstract

“…However, the findings do not fully support the existing theory of "outsourcing is the main motive for better services" by Richard Measelle (2002), and "The cost is only a basic driving force" by Butler. The motivation of "improving service level" also shows a lower mean, which has a slight difference to the existing research of outsourcing in Edinburgh and Lothians (Ireland) by W. Bailey (2002) and the viewpoint of "Outsourcing makes firms become more 'centralized'" by Pagnocelli (1994). What's more, this paper also analyzes the links and mutual influence among the 11 motivations of outsourcing.…”

Section: Implications and Conclusionmentioning

confidence: 63%

“…To maximize the potential benefits and minimize the risks of outsourcing there is a need for outsourcing strategies to select suitable vendors (Bailey et al 2002;Choi et al, 1996). The most critical step in selection of vendors is to establish selection criteria.…”

Section: Selection Of Vendorsmentioning

confidence: 99%

“…The most critical step in selection of vendors is to establish selection criteria. Bailey (2002) shows that the criteria used for selecting outsourcing contractors were mainly reputation, cost, previous contacts and technical capability. Kennedy (1997) argued that the most common selection factors are market position of the potential vendor, the quality of service offered, the product and technical leadership, the contending company's image and reputation.…”

Section: Selection Of Vendorsmentioning

confidence: 99%

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A Survey and Analysis of Outsourcing in East China

et al. 2009

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Abstract:The aim of this study is to investigate whether outsourcing activities in east china are associated with a theoretical framework derived from the literature. By the methodology of Statistics Package for the Social Science (SPSS) , the results of survey indicate that outsourcing will more extensively practiced in the future, the principal outsourcing motivation are to reduce costs and focus on core businesses. The purchasing outsourcing has the largest correlation coefficients with short-term contract, the total outsourcing has a significant correlation coefficient with long-term contract at the level of α=0.05. The findings indicate that high service quality and mutual trust are the main criteria for selecting outsourcing vendors. However, it is found that outsourcing satisfaction is generally low. The main benefits of outsourcing are to reduce cost, concentrate on core businesses and improve the service quality, while the main problems with outsourcing are legal disputes, disclosure of commercial secrets and conflicts with vendors.

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“…Bailey et al, (2002) Handling over some or all of that particular activity and related services to a third party management, for the required result. Quelin and Duhamel (2003) The operation of shifting a transaction previously governed internally to an external supplier through a long term contract, and involving the transfer to the vendor.…”

Section: Campos (2001)mentioning

confidence: 99%

Changing Myopic View on Outsourcing Decision in the Manufacturing Industry: A Case from Malaysia

Chelliah

Meng

Munusamy

2014

OSCM: An Int. Journal

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The purpose of this study is to understand the factors influencing outsourcing decision in the manufacturing industry. Existing literature reveals that manufacturing industry face with challenges in the competitive environment with expectation to produce products at the lowest cost possible yet meet customer specification without affecting the quality and delivery schedules. Thus, outsourcing has become one of the alternative opportunities among the manufacturing firms. The theoretical framework is developed to understand four components namely operating cost, new product development, internal resources and technology, and as well as management competency as the determinants of outsourcing decision. This is a quantitative research and survey instrument was used. The questionnaire was distributed to 150 firms in Northern region of Malaysia with a response rate of 45%. The data was analyzed using regression to test the hypotheses. The findings showed that capital investment, latest technology and high efficiency becomes the key determinants for outsourcing decision among the manufacturing firms. It poses some implications for managers and policy makers.

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Outsourcing in Edinburgh and the Lothians

Cited by 41 publications

References 7 publications

A technological contingency perspective on the depth and scope of international outsourcing

A technological contingency perspective on the depth and scope of international outsourcing

A Survey and Analysis of Outsourcing in East China

Changing Myopic View on Outsourcing Decision in the Manufacturing Industry: A Case from Malaysia

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