Outsourcing to outmanoeuvre: outsourcing re-defines competitive strategy and structure
Outsourcing to outmanoeuvre: outsourcing re-defines competitive strategy and structure
 
  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.
  
  
  285-295
  
    
      Baden-Fuller, Charles
      
        d145464c-59c9-448f-819f-daeb98907013
      
     
  
    
      Targett, David
      
        f2ca0a2c-604f-43d5-b3b0-3257e16170af
      
     
  
    
      Hunt, Brian
      
        494f1c19-5460-4201-be80-70d555fb513c
      
     
  
  
   
  
  
    
      June 2000
    
    
  
  
    
      Baden-Fuller, Charles
      
        d145464c-59c9-448f-819f-daeb98907013
      
     
  
    
      Targett, David
      
        f2ca0a2c-604f-43d5-b3b0-3257e16170af
      
     
  
    
      Hunt, Brian
      
        494f1c19-5460-4201-be80-70d555fb513c
      
     
  
       
    
 
  
    
      
  
  
  
  
  
  
    Baden-Fuller, Charles, Targett, David and Hunt, Brian
  
  
  
  
   
    (2000)
  
  
    
    Outsourcing to outmanoeuvre: outsourcing re-defines competitive strategy and structure.
  
  
  
  
    European Management Journal, 18 (3), .
  
   (doi:10.1016/S0263-2373(00)00010-4). 
  
  
   
  
  
  
  
  
   
  
    
    
      
        
          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.
         
      
      
        
          
            
  
    Text
 outsourcing_to_outmanoevre[1].pdf
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      Published date: June 2000
 
    
  
  
    
  
    
  
    
  
    
  
    
  
    
  
    
  
    
  
  
        Identifiers
        Local EPrints ID: 36372
        URI: http://eprints.soton.ac.uk/id/eprint/36372
        
          
        
        
        
          ISSN: 0263-2373
        
        
          PURE UUID: ec675569-d89f-4ede-b33d-62279c92e288
        
  
    
        
          
        
    
        
          
        
    
        
          
        
    
  
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  Date deposited: 03 Aug 2006
  Last modified: 20 Aug 2025 23:47
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      Contributors
      
          
          Author:
          
            
            
              Charles Baden-Fuller
            
          
        
      
          
          Author:
          
            
            
              David Targett
            
          
        
      
          
          Author:
          
            
            
              Brian Hunt
            
          
        
      
      
      
    
  
   
  
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