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The health of an economy is heavily dependent on the productivity of the economy's major industries including construction. While most macro-measures of productivity in the USA construction industry indicate a decline, corresponding studies at the individual task level indicate an increase in productivity. Therefore, this paper aims to identify areas where productivity challenges exist and thus provide recommendations for improvement in the construction industry.

A model that relates the way construction projects are executed with the sources of data that inform productivity analyses is developed and presented. This effort/value-flow model informs the data analysis that is performed to determine productivity trends for management and field labor. Further analysis for field labor productivity using field data and management productivity was separately conducted. Management productivity was particularly difficult to gauge, resulting in the use of surrogate measures.

It was observed that while both field labor and management productivities at the industry level have been decreasing, the decrease in management productivity was five times that of field labor productivity. A similar trend was observed for management productivity at the project level.

The primary contribution of this paper to the body of knowledge and industry is the introduction of a holistic analysis of USA construction productivity. Recommendations to improve management productivity include the use of technology, especially project management software.

The purpose of this paper is to provide industry insights on the business models, practices, and capabilities that suppliers need to deliver cost‐effective information technology (IT) outsourcing services from rural locations within the USA. As rural outsourcing has not yet been studied by academics, many questions have not yet been answered. How can suppliers attract enough talent to rural areas to make rural outsourcing viable? How can suppliers scale operations? Will the value proposition attract serious clients? An ongoing research project was launched to answer these and other questions about rural outsourcing. This paper aims to report on the first set of findings based on four case studies.

This paper reports on the results from four case studies of rural outsourcing suppliers. In total, 35 semi‐structured interviews were conducted with founders, executives, delivery center managers, and delivery team members and a visit was made to a rural delivery center owned and operated by each of the four suppliers.

After comparing and contrasting the value propositions, location strategies, human capital development, and scalability of operations across the cases, in general, it was found that rural outsourcing suppliers position their value proposition as lower in price than urban outsourcing but higher in value than offshore outsourcing. Rural outsourcing suppliers achieve this value proposition by locating delivery centers in low‐cost areas and by recruiting, developing, and retaining a high‐performing workforce. Rural suppliers scale operations either by building multiple, small‐sized delivery centers or by building one large delivery center.

There are still many aspects of this phenomenon that warrant additional study. The paper identifies areas of future research pertaining to client experiences, competition from large suppliers, government support, and rural outsourcing in countries outside the USA.

The paper identifies five lessons for practice: rural outsourcing works best when clients engage a team to deliver a service; rural outsourcing is not freelance outsourcing or staff augmentation; rural outsourcing addresses an unfilled gap in a client's sourcing portfolio; rural outsourcing suppliers will continue to move up the value chain; and most rural outsourcing suppliers operate best on a sell‐build sequence, so clients should plan ahead.

This paper reports on industry insights from one of the first known, ongoing academic studies of rural outsourcing.

The archives of François Perroux deposited at IMEC bear witness to the fact that he has devoted, beyond his scientific production, great energy to the most material aspects of research: setting up and maintaining networks to publicize his work and that of other economists, either directly or through the institutes and the journals he headed; organize seminars and symposiums; take care of relations with colleagues and the press; create collections and journals; and so on.

In this chapter, we concentrate our attention on the archives relating to the management of the institutes, those attesting to the lines and themes of the producer’s research, and those concerning his important correspondence.

Thanks to the archives deposited at IMEC, it is possible to follow the development of the theoretical work of François Perroux by contextualizing it. They also show the itinerary of a Christian intellectual, whose attachment to social Catholicism constitutes a guiding thread and is reflected in all his activities. Finally, the archives illuminate his substantial role in the institutionalization of research in economics in the France of the twentieth century.

The trajectory of François Perroux across the Vichy regime poses about all possible range of methodological issues to the historian of ideas: individual versus collective biography, ideational versus ideological reading, internal versus external analysis, etc. The chapter outlines key elements about Perroux’s trajectory showing the entanglements and boundaries of science and politics in the transition from democratic to authoritarian rule and vice versa. A particular emphasis on uncertainties and adjustments shows, against the tendency to a teleological explanation induced by a linear interpretation of his career, that different paths were considered by Perroux, but that his choices were nevertheless constrained by the forces of both the scientific and political fields.

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 leadership team. The purpose of this paper is to provide a deep understanding of the effects of outsourcing on one of those stakeholder groups – the client project managers – responsible for the implementation of outsourcing strategies, and to identify practices to better empower and enable them.

Interviews with 67 client project managers in 25 organizations responsible for integrating suppliers into project teams.

Client project managers report 27 effects of outsourcing on their roles, including six positive effects and 21 negative effects.

Senior executives who implemented the following practices had more success with their outsourcing decisions: provide enough resources to implement the sourcing strategy, be willing to change internal work practices, build social capital with key supplier executives and seek independent assessment of sourcing strategy effectiveness.

The paper presents an original framework to categorize the effects of outsourcing on client project managers. The framework addresses six areas of concern: organizational support, project planning, knowledge transfer, process standards, managing work and managing people. The paper identifies four practices senior executives use to align and empower their employees to deliver the expected business benefits from strategic outsourcing decisions.

Aversion to liberalism and socialism was indeed a trademark of Catholic economic thought from Rerum Novarum onwards and therefore many Catholic economists are to be found among those looking for a third way. François Perroux and Maurice Byé were among the most prominent of them. They partook a closeness to the Catholic church and a good knowledge of Brazil through their missions in this country. But they differed in their methodology and in their approach to the European Union. Byé remained firmly rooted in the methodological individualism whereas Perroux’ approach seem too fuzzy to be characterized. These differences are obvious in their treatment of the European issues where Perroux’ stance for a Europe without shores contrasts with Byé’s successful recommendations for a step-by-step construction of the Little Europe. After six decades it is time to bring Byé out of the shadows.