Making More by Doing Less: An Analysis of Outsourcing and its Effects on Firm Performance

By K. Gilley, Abdul Rasheed. 2000

1,093 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0b19c2830246244554acc72fa9226bec432eea59

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Outsourcing: assessing the risks and benefits for organisations, sectors and nations (2005, background): “There is much debate in management literature defining outsourcing ( Gilley and Rasheed, 2000”
Productivity Effects of Outsourcing - New evidence on the strategic importance of vertical integration decisions (2009, background): “The very few studies that explicitly investigate the performance effects (Gilley and Rasheed, 2000; Bengtsson and Haartman, 2005; Jiang et al., 2006; Rothaermel et al., 2006) are based on rather limited samples, though.”
Culture, financial literacy, and SME performance in Ghana (2018, neutral): “…that other key factors that influence firm performance include age (Agyei & Marfo-Yiadom, 2011; Boahene, Dasah, & Agyei, 2012), corporate governance (Agrawal & Knoeber, 2012; Bhagat & Bolton, 2008; Kyereboah-Coleman, 2007), Savings/Investment (Chen, Paulraj, & Lado, 2004; Gilley & Rasheed, 2000)”
Toward a Model of Strategic Outsourcing (2007, positive): “First, firms pursuing strategic outsourcing through substitution (Gilley and Rasheed, 2000) benefit from financial capital (cash) exchanged for internal factors of production (e.”
Using Transaction Cost Economics to explain outsourcing of accounting (2010, methodology): “Finally, we support the call of Gilley and Rasheed (2000) to do more research on outsourcing intensity, because it better captures the nuances of intermediate forms of outsourcing, such as partial outsourcing, whereby companies both outsource and internalize for the same function (or even the same t”
Does being R&D intensive still discourage outsourcing?: Evidence from Dutch manufacturing (2005, neutral): “Recent research in the transaction costs strand (Gilley and Rasheed, 2000; Leiblein, Reuer and Dalsace, 2003) has continued its focus on how a set of predictors at a given time influences outsourcing choices at that time.”
Innovation paths and the innovation performance of low-technology firms--An empirical analysis of German industry (2009, background): “Thus, many intuitively appealing arguments have been offered both for nd against outsourcing as a means of achieving sustainable cometitive advantage” (Gilley and Rasheed, 2000: 763), but empirical vidence is relatively scarce.”
HR outsourcing: threat or opportunity? (2008, background): “From a resource-based perspective it is the possession of certain resources and capabilities that defines what the organisation will do itself and what it can obtain from outside parties ( Gilley and Rasheed, 2000”
CEO Regulatory Foci, Environmental Dynamism, and Small Firm Performance (2010, methodology): “A scale developed by Miller and Friesen (1982) and adapted by Gilley and Rasheed (2000) was used to assess environmental dynamism.”
R&D sourcing strategies: Determinants and consequences (2009, background): “For instance, Gilley and Rasheed (2000) indicated that the relationship between outsourcing and innovation performance depends on firm strategy.”
Toward an Understanding of Industry Commoditization: Its Nature and Role in Evolving Marketing Competition (2010, methodology): “Tomeasure the switching cost dimension, we created a new item pool drawing on the work of Burnham et al. (2003), and we measured the industry stability construct using four indicators based on the work of Achrol and Stern (1988) and Gilley and Rasheed (2000).”