New dimensions of outsourcing: a combination of transaction cost economics and the core competencies concept

By Ulli Arnold. 2000

467 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/20dfeb9ae1ffe264978ad20a1a3e216e27785dec

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. Louise Knight
2. Helen Walker
3. Lisa M. Ellram
4. Lydia Bals
5. Wendy L. Tate
6. Evi Hartmann

In Management Information Systems

1. Lydia Bals
2. Evi Hartmann
3. Wendy L. Tate
4. Lisa M. Ellram
5. Walter O. Rom
6. Helen Walker
7. Oya Icmeli Tukel
8. T. Kremic

In Strategy and Management

1. Louise Knight
2. Helen Walker
3. Lisa M. Ellram
4. Corey A. Billington
5. Lydia Bals
6. Wendy L. Tate
7. Evi Hartmann
8. Tobias Schoenherr

Citations in the corpus

• Outsourcing decision support: a survey of benefits, risks, and decision factors (2006, background): “Much of the literature identifies the desire to save costs as an explanation for why outsourcing occurs (Arnold, 2000; Aubert et al., 1996; Bienstock and Mentzer, 1999; Bergsman, 1994; Brandes et al., 1997; Fan, 2000; Kriss, 1996; Laarhoven et al., 2000; Vining and Globerman, 1999; Willcocks et…”
• Offshore outsourcing of services: An evolutionary perspective (2009, methodology): “TCE and RBV have a considerable history of application to outsourcing (e.g. Lyons, 1995; Murray et al., 1995 for TCE; Aubert et al., 2004; Leiblein and Miller, 2003 for RBV) and are increasingly being discussed together (e.g. Holcomb and Hitt, 2007; Arnold, 2000).”
• Offshore outsourcing of professional services: A transaction cost economics perspective (2008, background): “…have been warned to tread carefully into the outsourcing arena, not to outsource items that are strategic, or part of their core competency (Arnold, 2000; Prahalad and Hamel, 1990; Venkatesan, 1992; Quinn and Hilmer, 1994), and to manage outsourced relationships judiciously (Williamson,…”
• Rethinking Outsourcing in Manufacturing:: A Tale of Two Telecom Firms (2004, unknown): “clusion for creating the ‘de-materialized company’ (Arnold, 2000).”
• Outsourcing: assessing the risks and benefits for organisations, sectors and nations (2005, background): “For example, it can enable firms to focus on “core” activities (Prahalad and Hamel, 1990; Hendry, 1995; Arnold, 2000).”
• A Review of Outsourcing from the Resource-Based View of the Firm (2006, unknown): “This type of outsourcing is known as internal outsourcing or quasioutsourcing (Arnold 2000; Stuckey and White 1994) through multiple strategies such as longterm contracts, strategic alliances or franchises.”