A practical framework for understanding the outsourcing process

By Ronan T. McIvor. 2000

458 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/87ed1a2807d341253464b80fcbdca05c34d0c3c1

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Outsourcing decision support: a survey of benefits, risks, and decision factors (2006, background): “…should have bearing on whether or not to outsource it (Quinn, 1999; Drtina, 1994; Jenster and Pedersen, 2000; Quinn, 2000; Large, 1999; Lankford and Parsa, 1999; Kakabadse and Kakabadse, 2000a; Prahalad and Hamel, 1990; Dekkers, 2000; Elliott and Torkko, 1996; Brandes et al., 1997; McIvor, 2000a).”
R&D sourcing strategies: Determinants and consequences (2009, background): “Many studies have indicated that R&D sourcing decisions made without appropriate technology strategies are often made with little consideration for the firms’ long-term organizational competitiveness, goals, and risks (Gonzalez et al., 2005; Hoecht and Trott, 2006; McIvor, 2000).”
A Review of Outsourcing from the Resource-Based View of the Firm (2006, unknown): “The resource-based approach examines the relationship between the internal characteristics of the firm and its positioning, and rejects the two traditional hypotheses of the neo-classic model supported by Porter (1980). Those hypotheses propose that a sustainable competitive advantage basically depe”
Outsourcing: assessing the risks and benefits for organisations, sectors and nations (2005, background): “Organisations may also be freed from constraints of established cultures, resulting in more flexibility, as highlighted by Patterson and Pinch (1995). Despite short-term balance sheet benefits, there were risks to organisations in their long-term competitive positions.”
Global Value Chain Configuration: A Review and Research Agenda (2017, background): “Espino-Rodríguez and Rodríguez-Díaz, 2014; Gilley and Rasheed, 2000; Linares-Navarro et al., 2014; McIvor, 2000; Quinn, 1999 Essential activities Those activities which are complementary and important for competitive advantage.”