The effects of global outsourcing strategies on participants’ attitudes and organizational effectiveness
By D. Elmuti, Y. Kathawala. 2000
168 citations recorded by the source corpus.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/6463b3062282e1474b75581605c99664fcbea81b
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In Management Information Systems
Citations in the corpus
- Outsourcing decision support: a survey of benefits, risks, and decision factors (2006, background): “…drivers for outsourcing appear to be shifting from cost to strategic issues such as core competence and flexibility (DiRomualdo and Gurbaxani, 1998; Elmuti and Kathawala, 2000; Harris and Giunipero, 1998; Lankford and Parsa, 1999; Meckbach, 1998; Muscato, 1998; Mullin, 1996; Quinn, 1999; Roberts,…”
- Outsourcing, competitive capabilities and performance: an empirical study in service firms (2010, unknown): “Within the range of decisions taken by managers, outsourcing shifts from being a mere cost saving exercise to a strategic decision that increases the firm’s main capabilities (Mullin, 1996; Harris et al., 1998; Lankford and Parsa, 1999; Elmuti and Kathawala, 2000).”
- Communications of the Association for Information Systems (2011, unknown): “All strategies are designed to be “near-term” – that is, they can all be started immediately with the expectation of yielding results within months.”