Bridging the Gap - Contractor and Bureaucrat Conceptions of Contract Management in Outsourcing

Vyas, Lina; Hayllar, Mark Richard; Wu, Yan

doi:10.1007/s11115-017-0385-3

Cited by 9 publications

(9 citation statements)

References 40 publications

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“…Many authors emphasize costs reduction as the main reason for adopting outsourcing (Czerw et al, 2014;Joha & Janssen, 2010;Polzin et al, 2016;Puolokainen et al, 2018;Zhu et al, 2017). There is an assumption that the private sector is more economical, efficient and effective than the public sector and that the latter can learn from the private initiative through the transference of some activities (Vyas et al, 2018). On the other hand, Alonso et al (2017) revealed that outsourcing policies can result in greater government spending.…”

Section: Literature Overviewmentioning

confidence: 99%

“…Thus, this empirical research was based on qualitative analysis. A qualitative approach enables the researchers to handle social processes and relationships (Vyas et al, 2018) and analyse a situation where it is difficult to gain access to data (Carassus et al, 2014). In addition, this research did not seek to report representativeness of responses with the population, so there was no need to seek 'statistical integrity' (Arku, 2013).…”

Section: Survey Designmentioning

confidence: 99%

“…However, cost-cutting can hinder the outsourced services management in the public sector (Aparicio et al, 2018). "While outsourcing reduces the role of government in delivering public services, government retains control over the contracting process" (Vyas et al, 2018). Unlike the private initiative, public organizations involve complex and multidimensional goals, encompassing, for example requirements such as equality and efficiency (Pakarinen & Virtanen, 2016).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Aragão

Fontana

2021

Public Organiz Rev

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This work aimed to study outsourcing strategies in public services and their relations with business continuity and resilience during budgetary constraints. A qualitative analysis was conducted using semi-structured interviews. This methodology was conducted with 51 public managers from the state of Pernambuco, Brazil. Findings showed that, during budget cuts periods, in the short term, due to the urgency of decision-making, it is common for outsourced services to suffer reductions or interruptions first, which directly affects public services continuity. Only a long-term view is able to correctly analyse this situation, but this does not always occur when the main factor observed is the law of fiscal responsibility. Therefore, this work brings new light to the literature concerning the problem situation, and may be useful for the planning of outsourcing strategies in public services.

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Section: Literature Overviewmentioning

confidence: 99%

Section: Survey Designmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Aragão

Fontana

2021

Public Organiz Rev

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“…Previous researchers had argued that private sectors are more economical, efficient and effective in services delivery than the public sector (Potrafke, 2018) and that the public sector can learn from the private sector initiatives through outsourcing (Vyas et al, 2018). In this context, public sector outsourcing practices were considered important for cost-effectiveness and quality of services (Brown et al, 2008), especially when private sector is considered as an agent for the outsourcing practice (Andersson et al, 2019).…”

Section: Outsourcing For Cost Reductionmentioning

confidence: 99%

Accounting for Outsourcing of Non-Core Services in Tanzania Public Sector: The Perception of Managers

Mabonesho¹

2022

JSSM

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The purpose of this paper was to explore the opinions of managers regarding the motives behind outsourcing practices in the public sector. Specifically, this paper intended to understand whether managers consider outsourcing as a cost-serving strategy, a strategy to focus on core competencies and or a strategy for enhancing the quality of service delivery. Interviews were conducted with thirty-two (32) public sector managers and fifteen (15) managers from private sectors that were purposefully selected. The results have shown that outsourcing decisions are necessary for complementing knowledge, skill and competence gaps in public service delivery. The managers' opinions have indicated that outsourcing enables the public sector to focus on their respective core competencies in order to enhance their performances. Moreover, outsourcing decisions reduces operational costs and improves the quality of service delivery in the public sector. The findings imply that decision makers consider outsourcing as a tool to bring about economic, efficiency, effectiveness and equitable service delivery to the public in Tanzania. The limitations of this study are that the data collected from interviews could limit the generalization of the findings because the managers' opinions may not necessarily be objective hence the results can be largely subjective. The paper recommends that future researchers can think of using a large sample and or analyze outsourcing in public sector services from risk-based perspectives.

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“…H10: mediated by task complexity, external environment complexity has a significantly indirect effect on project cost e success or failure of an organization is primarily established by the effectiveness of its interaction with its environment. Kotler and Armstrong [101] and Shaikh [102] explained that different restrictions like political & regulatory influences, economic factors, competitive market, technological advances, etc., are imposed on all organizations by the external environment. According to [103][104][105], organization that is running in a dynamic global market and ever changing business word endures lots of pressure to implement successful projects in order to maintain reputation and competitiveness.…”

Section: Indirect Relationshipsmentioning

confidence: 99%

Investigating the Causal Relationships between Project Complexities and Project Cost: An Empirical Study from New Zealand

Zhao

Mbachu

Liu

et al. 2021

Advances in Civil Engineering

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Project complexity is usually considered as one of the main causes of cost overruns, resulting in poor performance and thus project failure. However, empirical studies focused on evaluating its effects on project cost remain lacking. Given this circumstance, this study attempts to develop the relationship between project cost and the multidimensional project complexity elements. The study assumes complexity as a multidimensional factor including the task, organization, market, legal, and environment complexities. And it adopts an empirical evidence-based structural model to account for the relationships between project cost and project complexity. By doing so, a quantitative assessment of multidimensional project complexity has been developed. The findings suggest that task and organization complexities have direct effects on project cost, while market, legal, and external environment complexities have indirect effects on project cost. The practical contribution is that the findings can improve the understanding of which dimension of complexity significantly influences project cost and the need to focus efforts on strategically addressing those complexities.

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Bridging the Gap - Contractor and Bureaucrat Conceptions of Contract Management in Outsourcing

Cited by 9 publications

References 40 publications

Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Outsourcing Strategies in Public Services under Budgetary Constraints: Analysing Perceptions of Public Managers

Accounting for Outsourcing of Non-Core Services in Tanzania Public Sector: The Perception of Managers

Investigating the Causal Relationships between Project Complexities and Project Cost: An Empirical Study from New Zealand

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