Outsourcing: assessing the risks and benefits for organisations, sectors and nations

By Christine Mary Harland, Louise Knight, R. Lamming, Helen Walker. 2005

365 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/db660ed810fc8a93fc21c4e586f7a65ca456fd11

How researchers see this paper

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

In Management Information Systems

1. Holger Schiele
2. Steffen Kinkel

In Management Science and Operations Research

1. Steffen Kinkel
2. G. Lay
3. P. Broedner
4. Holger Schiele
5. Fariborz Damanpour

In Strategy and Management

1. Holger Schiele
2. Steffen Kinkel
3. C. Steinle
4. Fariborz Damanpour

Citations in the corpus

• Productivity Effects of Outsourcing - New evidence on the strategic importance of vertical integration decisions (2009, background): “Some integrated approaches to categorise the key benefits and risks of outsourcing activities have recently been developed ( Harland et al. , 2005”
• 30+ years of research and practice of outsourcing – Exploring the past and anticipating the future (2009, neutral): “Outsourcing, and particularly offshore outsourcing, can be used to refer to very distinct strategies (Harland et al., 2005; Jahns et al., 2006; see also Paju, 2007).”
• Limits to global sourcing? Strategic consequences of dependency on international suppliers: Cluster theory, resource-based view and case studies (2008, background): “Could there be ‘‘over-global sourcing’’, similar to ‘‘over-outsourcing’’ (Harland et al., 2005)? Are there circumstances in which a firm should not overstretch the geographical scope of its supply base? This perspective has been taken by researchers who use the cluster approach, such as Porter, who ”