Toward a Model of Strategic Outsourcing

By Tim R. Holcomb, Michael A. Hitt. 2007

761 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5cbc951923c7fc525ed479d56a51d81f53e82530

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In Management Information Systems

In Strategy and Management

Citations in the corpus

A Dynamic Perspective on Next-Generation Offshoring: The Global Sourcing of Science and Engineering Talent (2008, methodology): “…Building offshore innovation capabilities, knowledge transfer (primarily case studies) Outsourcing decisions and capabilities Gainey & Klaas (2003), Holcomb & Hitt (2007), Leiblein (2003), Leiblein & Miller (2003) Academic Theory-based papers on strategic outsourcing decisions and capabilities,…”
Clearing a Path Through the Forest: A Meta-Review of Interorganizational Relationships (2011, background): “These works tend to focus on backward integration (buyer–supplier relationships) rather than forward integration (producer–distributor relationships) and are positioned in the context of supply chain management (e.g., Giunipero et al., 2008; Holcomb & Hitt, 2007; McCutcheon & Stuart, 2000).”
What goes around, comes around: Effects of offshore outsourcing on the export performance of firms (2011, background): “Because of the cross-sectional nature of the data, we analyze the outcome of offshore outsourcing at a given point of time, and not its process; we cannot distinguish between substitution-based and abstention-based outsourcing (Holcomb & Hitt, 2007; Rasheed & Gilley, 2005).”
Resource Orchestration to Create Competitive Advantage (2011, background): “In recent years, many firms have outsourced a number of functions to external suppliers who can perform those activities more economically (Holcomb & Hitt, 2007).”
Offshore outsourcing of services: An evolutionary perspective (2009, background): “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).”
Drivers and barriers to reshoring: a literature review on offshoring in reverse (2017, background): “Therefore, outsourcing and offshoring are two of the most important strategic decisions for firms in today’s markets (Holcomb and Hitt, 2007).”
How the transaction cost and resource-based theories of the firm inform outsourcing evaluation (2009, background): “Although a number of authors have employed TCE and the RBV in an operations management context (Vivek et al., 2008; Holcomb and Hitt, 2007; Jiang et al., 2007; Hayes et al., 2005; Grover and Malhotra, 2003; Williams et al., 2002; Coates and McDermott, 2002; Vastag, 2000), none of these studies use…”
Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, background): “Hence, Oke et al. (2012) conclude that the two management initiatives can complement with each other because coherently bundled practices are mutually supportive (see also Holcomb & Hitt, 2007).”
Global sourcing and quality recalls: An empirical study of outsourcing-supplier concentration-product recalls linkages (2014, background): “Notable exceptions include analytical and a few empirical studies that have examined relative effectiveness of different forms of managing quality at a contract manufacturer or a supplier (example Hart et al., 1997; Economides, 1999; Hwang et al. 2006; Forker 1997, Trent and Monczka 1999; Handley…”
Internal capabilities, network resources and appropriation mechanisms as determinants of R&D outsourcing (2015, background): “R&D outsourcing occurs under conditions of low transaction costs, which is the case when asset specificity, the frequency of transactions and uncertainty are low (Williamson, 1981; Holcomb and Hitt, 2007).”
The dynamics of contractual and relational governance: Evidence from long-term public–private procurement arrangements (2008, neutral): “In other words, the policy impetus created a context where the potential for opportunism increased the likelihood that all parties would engage in “difficult, expensive, and often counter - productive” (Holcomb and Hitt, 2007) contracting.”
Contracts, relationships and integration: towards a model of the procurement of complex performance (2009, neutral): “In addition to being difficult and expensive, Holcomb and Hitt (2007) argue that such contracting is “often counter-productive”.”