Outsourcing has become one of the key restructuring tools for
companies seeking to boost their growth and business performance.
As the outsourcing phenomenon has mushroomed, so a range of
academic studies have sought to define and describe a unifying
theoretical model. Outsourcing: Design, Process and Performance
draws upon managerial, economic, sociological, historical and
psychological perspectives to bring about a new understanding of
how outsourcing design and the outsourcing process feed into the
performance of firms. Blending empirical insights from a range of
international cases and large-scale statistical tests with existing
theoretical perspectives, the author argues that a negative
curvilinear relationship exists between outsourcing and firm
performance. A critical analysis of current outsourcing strategies,
together with a discussion of future trends, offers a new agenda
for academic researchers and business managers alike.
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