Please use this identifier to cite or link to this item: http://buratest.brunel.ac.uk/handle/2438/1278
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dc.contributor.authorFan, Y-
dc.coverage.spatial20en
dc.date.accessioned2007-11-12T12:17:54Z-
dc.date.available2007-11-12T12:17:54Z-
dc.date.issued2000-
dc.identifier.citationMarketing Intelligence & Planning, Volume 18, Number 4, 2000 , pp. 213-219(7)en
dc.identifier.issn0263-4503-
dc.identifier.issnDOI: 10.1108/02634500010333398-
dc.identifier.urihttp://bura.brunel.ac.uk/handle/2438/1278-
dc.description.abstractOutsourcing has become an increasingly popular option for many organisations. But they vary in terms of activities being outsourced, reasons for and benefits from outsourcing, and how the decision was made. This article presents an empirical research on fourteen companies. It found out, a) in most cases it was the ‘peripheral’ support activity being outsourced with cost reduction as the primary driver; b) outsourcing decision was being made early in the process without active involvement of the in-house provider; and c) there were problems in supplier selection and management. The research identified pre-outsourcing decision process and post-outsourcing management as the two key areas that gave cause for concern, and offered recommendations for improvement.en
dc.format.extent136704 bytes-
dc.format.mimetypeapplication/msword-
dc.language.isoen-
dc.publisherEmerald Group Publishing Limiteden
dc.subjectoutsourcing, decision making, supplier management, British companiesen
dc.titleStrategic Outsourcing: Evidence from the British Companiesen
dc.typeResearch Paperen
Appears in Collections:Marketing
Brunel Business School Research Papers

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