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Outsourcing: towards the 'shamrock organization'

Morgan, Robert E. 2003. Outsourcing: towards the 'shamrock organization'. Journal of General Management 29 (2) , pp. 35-52.

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Abstract

Observes that organizations can gain agility and effectiveness by recognizing which activities it should stop doing, using external providers to undertake them on its behalf. Considers the concept of outsourcing and identifies five stages characteristic of most models of this process: embryonic, developmental, consolidation and inter-linking outsourcing, business process outsourcing and the use of bespoke and custom-built frameworks for outsourcing. Discusses the growth of outsourcing and the advantages that may be associated with value realization and value creation through outsourcing. Comments on the challenges, problems and risks associated with outsourcing and the drive to achieve a unique and distinct combination of core competences that distinguish the organization. Reflects on outsourcing as a partnership or transactional contract and the factors that organizations should consider when initiating and extending outsourcing.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords: Corporate Strategy; Effectiveness; Outsourcing; Value Management
Publisher: The Braybrooke Press
ISSN: 0306-3070
Related URLs:
Last Modified: 04 Jun 2017 04:34
URI: http://orca.cf.ac.uk/id/eprint/41123

Citation Data

Cited 21 times in Google Scholar. View in Google Scholar

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