The seven deadly sins of outsourcing

By Jérôme Barthélemy. 2003

474 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5a1d0bb91a53d1eb832d2482c584b9c726af71de

How researchers see this paper

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

Citations in the corpus

From global to local: reshoring for sustainability (2016, background): “…to illustrate a key issue acknowledged within the reviewed offshoring literature, namely that a short-term focus on cost saving and profit maximisation (Barthelemy 2003) through switching to cheaper suppliers in developing countries can have tangible impacts on product, quality and service, but…”
Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns (2014, background): “It is important to evaluate the importance and significance of operational and marketing capabilities because firms have often incurred irreparable damage by outsourcing activities that formed the basis of their competitive advantage (Barthelemy, 2003; Pisano and Shih, 2009).”
A Sensemaking Model of Employee Evaluation of Psychological Contract Fulfillment (2009, background): “Barthélemy (2003) states that one of the main reasons contributing to failed organizational change programs, such as outsourcing, is overlooking the employee viewpoint.”
Analysis of interactions among core, transaction and relationship-specific investments: The case of offshoring (2008, background): “…are grappling with issues such as diffusion of technology (Pries-Heje et al., 2005), limitations on firms ability to develop valuable competencies (Barthelemy, 2003), effective exit strategies (Howard, 2003; Doyle, 2004), and most of all, operational and structural risks in administering…”
Relying on Trust in Cooperative Inter-Organizational Relationships (2006, methodology): “We also noted that over-reliance on interpersonal trust could also lead to an abuse of trust and that over-reliance on public ordering could produce similar results, citing the work of Granovetter (1985) and Shapiro (1987).”
The influence of task- and location-specific complexity on the control and coordination costs in global outsourcing relationships (2013, background): “The time, effort, and resources associated with achieving adequate levels of provider control (i.e., control costs) and inter-firm coordination (i.e., coordination costs) are prominently noted “hidden costs” with outsourcing (Barthélemy, 2003; Dibbern et al., 2008; Sanders et al., 2007).”
Research on outsourcing results: current literature and future opportunities (2006, background): “For instance, three quarters of the US managers surveyed by the American Management Association reported that outsourcing outcomes had failed to meet expectations (Barthelemy and Adsit, 2003).”
Review of the main developments in the analytic hierarchy process (2011, methodology): “Several MCDM methods have been developed (e.g. ELECTRE, MacBeth, SMART, PROMETHEE, UTA,… see (Barthélemy, 2003; Valerie Belton & Stewart, 2002)) and all are based on four steps: problem modelling, weights valuation, weights aggregation and sensitivity analysis.”
Outsourcing impact on manufacturing firms’ value: Evidence from Japan (2007, unknown): “Barthélemy (2003) argues that all of these factors will reduce the outsourcing firm’s hierarchical control power and increase its control costs, from negotiating to monitoring to evaluating its oversea vendor.”
Outsourcing effects on firms' operational performance: An empirical study (2006, background): “Third, while in the past, outsourcing is often associated with automatic cost reduction and performance improvement, Barthelemy and Adsit (2003)”