Although outsourcing is broadly recognized as a relevant and multi-faceted strategic choice, its actual outcomes are still debated. Often the valuation of such choices is limited to the old-fashioned make or by scheme. The frequency and the scope of outsourcing and offshoring have increased constantly during the last 20 years, along with their popularity, which has coincided with other ‘management fashions’ (Abrahamson & Fairchild, 1999) and similar ‘bandwagons’ (Staw & Epstein, 2000), like business process re-engineering, strategic focalization, creation of shared services, and corporate downsizing (De Fontenay & Gans, 2008; Gospel & Sako, 2010; Angeli & Grimaldi, 2010). Despite the strategic and financial outcomes of outsourcing have been well documented (e.g. Marchegiani et al., 2012; Giustiniano et al., 2014) both the managerial practice and the extant literature still lack a set of consolidated managerial techniques capable of tackling some of the organizational issues related to outsourcing. Notwithstanding their variety, such issues can be grouped into two main categories: 1) the paradoxes of outsourcing, 2) management of the ‘liminal’ effects generated.

The organizational side of outsourcing / Giustiniano, Luca; Brunetta, Federica. - (2016), pp. 1-4. ((Intervento presentato al convegno 6th Latin American and European Meeting on Organization (LAEMOS) Colloquium tenutosi a Viña del Mar, Chile nel April 6-9, 2016.

The organizational side of outsourcing

GIUSTINIANO, LUCA;BRUNETTA, FEDERICA
2016

Abstract

Although outsourcing is broadly recognized as a relevant and multi-faceted strategic choice, its actual outcomes are still debated. Often the valuation of such choices is limited to the old-fashioned make or by scheme. The frequency and the scope of outsourcing and offshoring have increased constantly during the last 20 years, along with their popularity, which has coincided with other ‘management fashions’ (Abrahamson & Fairchild, 1999) and similar ‘bandwagons’ (Staw & Epstein, 2000), like business process re-engineering, strategic focalization, creation of shared services, and corporate downsizing (De Fontenay & Gans, 2008; Gospel & Sako, 2010; Angeli & Grimaldi, 2010). Despite the strategic and financial outcomes of outsourcing have been well documented (e.g. Marchegiani et al., 2012; Giustiniano et al., 2014) both the managerial practice and the extant literature still lack a set of consolidated managerial techniques capable of tackling some of the organizational issues related to outsourcing. Notwithstanding their variety, such issues can be grouped into two main categories: 1) the paradoxes of outsourcing, 2) management of the ‘liminal’ effects generated.
Outsourcing, organization design, paradoxes, institutions, angry orphans, liminality
The organizational side of outsourcing / Giustiniano, Luca; Brunetta, Federica. - (2016), pp. 1-4. ((Intervento presentato al convegno 6th Latin American and European Meeting on Organization (LAEMOS) Colloquium tenutosi a Viña del Mar, Chile nel April 6-9, 2016.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/160208
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