Outsourcing to outmanoeuvre:: Outsourcing re-defines competitive strategy and structure

By C. Baden-Fuller, D. Targett, B. Hunt. 2000

128 citations recorded by the source corpus.

How researchers see this paper

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

Drivers and barriers to reshoring: a literature review on offshoring in reverse (2017, background): “…has changed the rules of competition in business (Gottfredson et al., 2005; Hilletofth and Jäger, 2011), leading to a major outsourcing trend as the pressure on firms to improve efficiency and competitiveness has grown constantly (Baden-Fuller et al., 2000; Hilletofth and Hilmola, 2010).”
Rethinking Outsourcing in Manufacturing:: A Tale of Two Telecom Firms (2004, background): “ing of core competencies can be very beneficial (Baden-Fuller et al., 2000).”
The Many Faces of Asset Specificity: A Critical Review of Key Theoretical Perspectives (2011, unknown): “Indeed, while transactional relationships may on occasion bring about the risk of undermining the isolating mechanisms for protecting competences, they can be a valuable source of new knowledge, thus generating positive externalities (Baden-Fuller et al. 2000).”
Bringing Together Strategic Outsourcing and Corporate Strategy : Outsourcing Motives and Risks (2003, background): “As companies outsource more strategically though, and as outsourcing increasingly becomes a strategic tool which addresses issues of corporate change in dynamic environments (Elfring and Baven, 1994; Cross, 1995; Baden-Fuller et al., 2000), a wider mix of objectives is sought.”