Strategic Outsourcing: An International Journal: Volume 2 Issue 1

Effects of offshore outsourcing of information technology work on client project management

Mary C. Lacity, Joseph W. Rottman

While strategic outsourcing decisions are crafted by senior executives, they are executed by middle managers and staff who may not share the vision or enthusiasm of their senior…

Corruption as a determinant of transaction governance structure

Aimao Zhang

As companies move their businesses offshore to developing countries, how to estimate market costs and select transaction governance structures (TGS) accordingly has become a…

Outsourcing as a mode of organizational learning

Ali Yakhlef

The purpose of this paper is to explore the extent to which outsourcing can be regarded as a mode of increasing organization learning through the internalization of new routines.

Captive outsourcing – a way to move complex products to emerging markets

Ari‐Pekka Hameri, Teemu Tunkelo

The purpose of this paper is to examine how companies should off‐shore complex product related tasks to low‐cost countries, without jeopardizing their competitive advantage and…

International service outsourcing: Using offshore analytics to identify determinants of value‐added outsourcing

Arindam Banerjee, Scott A. Williams

International outsourcing has been traditionally looked upon as a low end cost effective servicing option to take advantage of the cost arbitrage that exists across countries. Of…