Sourcing: new face to economies of scale and the emergence of new organizational forms

Influence of Business Improvement Strategies on Organizational Performance of Banks in Kenya

“…Cost savings, increased efficiency, focus on core areas, access to skilled resources and decreasing the lead time in service/product delivery were identified as the key benefits attributable to outsourcing among firms in Copenhagen, Denmark (Bers, 2012). Similar views were expressed by Kakabadse and Kakabadse (2010) who posited that outsourcing provides specialization and economies of scale thereby saving on indirect costs. This was however contrasted by Bettis (2012) who argued that outsourcing disadvantages the firm in that it leads to loss of in-house expertise, that is, the ability of the organization to provide services in the future is diminished as in-house expertise is lost.…”

Influence of Business Improvement Strategies on Organizational Performance of Banks in Kenya

“…Cost savings, increased efficiency, focus on core areas, access to skilled resources and decreasing the lead time in service/product delivery were identified as the key benefits attributable to outsourcing among firms in Copenhagen, Denmark (Bers, 2012). Similar views were expressed by Kakabadse and Kakabadse (2010) who posited that outsourcing provides specialization and economies of scale thereby saving on indirect costs. This was however contrasted by Bettis (2012) who argued that outsourcing disadvantages the firm in that it leads to loss of in-house expertise, that is, the ability of the organization to provide services in the future is diminished as in-house expertise is lost.…”

Financial network analysis of European PROs: Operational and cultural perspectives

“…When multiple organizations adopt a standardized infrastructure, they may need to compromise to fit into a unified system, which can be particularly challenging for PROs operating in different cultural environments where the needs of rightsholders and licensees vary significantly. On the other hand, if a PRO has a predominantly regional focus, it could be argued that outsourcing the rights management of online music will allow it to focus on strengthening its core competencies and free up resources for cultural advocacy and other intermediary functions in favor of the interests of the rightholders it represents (Kakabadse and Kakabadse, 2000).…”

Procurement of facilities management services designated for office buildings of airline corporate organisations in Asia

“…Service provider expertise (Ketler, 1999;Lankford, 1999) 3 Demand organisation strategy (Kakabadse, 2000;Ketler, 1999;Kremic, 2006;Lankford, 1999) 4 Cost saving (Kakabadse, 2000;Lankford, 1999) 5 Cost driven (Kremic, 2006) 6 Quality (Assaf, 2011;Lankford, 1999) 7 Risk (Ketler, 1999;Kittipong et al, 2017) 8 Contractual issue (Kakabadse, 2000) 9…”

“…Politics (Kakabadse, 2000;Kremic, 2006) 10 Functional characteristic (Assaf, 2011;Kittipong et al, 2017;Kremic, 2006) 11 Resource strategy (Barney, 1991;Kittipong et al, 2017;Pfeffer, 1978) 12 Core competency (Quinn, 1994;Ramsay, 2001 investment, information and customer orientation. Interestingly, for the organisation to create value, an organisation should clearly understand the purpose to stay in the market, organisation's unique ability would create value and the "purpose of your company reason to be" (Sebastian Leape, 2020).…”

Influence of Business Improvement Strategies on Organizational Performance of Banks in Kenya

“…Cost savings, increased efficiency, focus on core areas, access to skilled resources and decreasing the lead time in service/product delivery were identified as the key benefits attributable to outsourcing among firms in Copenhagen, Denmark (Bers, 2012). Similar views were expressed by Kakabadse and Kakabadse (2010) who posited that outsourcing provides specialization and economies of scale thereby saving on indirect costs. This was however contrasted by Bettis (2012) who argued that outsourcing disadvantages the firm in that it leads to loss of in-house expertise, that is, the ability of the organization to provide services in the future is diminished as in-house expertise is lost.…”

Financial network analysis of European PROs: Operational and cultural perspectives

“…When multiple organizations adopt a standardized infrastructure, they may need to compromise to fit into a unified system, which can be particularly challenging for PROs operating in different cultural environments where the needs of rightsholders and licensees vary significantly. On the other hand, if a PRO has a predominantly regional focus, it could be argued that outsourcing the rights management of online music will allow it to focus on strengthening its core competencies and free up resources for cultural advocacy and other intermediary functions in favor of the interests of the rightholders it represents (Kakabadse and Kakabadse, 2000).…”

Procurement of facilities management services designated for office buildings of airline corporate organisations in Asia

“…Service provider expertise (Ketler, 1999;Lankford, 1999) 3 Demand organisation strategy (Kakabadse, 2000;Ketler, 1999;Kremic, 2006;Lankford, 1999) 4 Cost saving (Kakabadse, 2000;Lankford, 1999) 5 Cost driven (Kremic, 2006) 6 Quality (Assaf, 2011;Lankford, 1999) 7 Risk (Ketler, 1999;Kittipong et al, 2017) 8 Contractual issue (Kakabadse, 2000) 9…”

“…Politics (Kakabadse, 2000;Kremic, 2006) 10 Functional characteristic (Assaf, 2011;Kittipong et al, 2017;Kremic, 2006) 11 Resource strategy (Barney, 1991;Kittipong et al, 2017;Pfeffer, 1978) 12 Core competency (Quinn, 1994;Ramsay, 2001 investment, information and customer orientation. Interestingly, for the organisation to create value, an organisation should clearly understand the purpose to stay in the market, organisation's unique ability would create value and the "purpose of your company reason to be" (Sebastian Leape, 2020).…”

Influence of Business Improvement Strategies on Organizational Performance of Banks in Kenya

“…Cost savings, increased efficiency, focus on core areas, access to skilled resources and decreasing the lead time in service/product delivery were identified as the key benefits attributable to outsourcing among firms in Copenhagen, Denmark (Bers, 2012). Similar views were expressed by Kakabadse and Kakabadse (2010) who posited that outsourcing provides specialization and economies of scale thereby saving on indirect costs. This was however contrasted by Bettis (2012) who argued that outsourcing disadvantages the firm in that it leads to loss of in-house expertise, that is, the ability of the organization to provide services in the future is diminished as in-house expertise is lost.…”

Financial network analysis of European PROs: Operational and cultural perspectives

“…When multiple organizations adopt a standardized infrastructure, they may need to compromise to fit into a unified system, which can be particularly challenging for PROs operating in different cultural environments where the needs of rightsholders and licensees vary significantly. On the other hand, if a PRO has a predominantly regional focus, it could be argued that outsourcing the rights management of online music will allow it to focus on strengthening its core competencies and free up resources for cultural advocacy and other intermediary functions in favor of the interests of the rightholders it represents (Kakabadse and Kakabadse, 2000).…”

Procurement of facilities management services designated for office buildings of airline corporate organisations in Asia

“…Service provider expertise (Ketler, 1999;Lankford, 1999) 3 Demand organisation strategy (Kakabadse, 2000;Ketler, 1999;Kremic, 2006;Lankford, 1999) 4 Cost saving (Kakabadse, 2000;Lankford, 1999) 5 Cost driven (Kremic, 2006) 6 Quality (Assaf, 2011;Lankford, 1999) 7 Risk (Ketler, 1999;Kittipong et al, 2017) 8 Contractual issue (Kakabadse, 2000) 9…”

“…Politics (Kakabadse, 2000;Kremic, 2006) 10 Functional characteristic (Assaf, 2011;Kittipong et al, 2017;Kremic, 2006) 11 Resource strategy (Barney, 1991;Kittipong et al, 2017;Pfeffer, 1978) 12 Core competency (Quinn, 1994;Ramsay, 2001 investment, information and customer orientation. Interestingly, for the organisation to create value, an organisation should clearly understand the purpose to stay in the market, organisation's unique ability would create value and the "purpose of your company reason to be" (Sebastian Leape, 2020).…”