Contracting‐out and market‐testing in the UK defence sector: Theory, evidence and issues

Uttley, Matthew

doi:10.1080/09540969309387750

Cited by 13 publications

(7 citation statements)

References 2 publications

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“…Unchecked outsourcing could be viewed as unplanned, uncoordinated privatisation of parts of public sector, reducing government control of critically important sectors. This accords with the public sector research of Uttley (1993), Kerr and Radford (1994), Quiggin (1996) and Patterson and Pinch (1995).…”

Section: Discussionsupporting

confidence: 79%

“…Outsourcing can free up assets and reduce costs in the immediate financial period. Organisations outsourcing parts of their in‐house operations report significant savings on operational and capital costs (Rimmer, 1991; Hendry, 1995; Uttley, 1993). Laugen et al (2005) found a correlation between outsourcing best practice and high performing companies.…”

Section: Literature Reviewmentioning

confidence: 99%

“…There is little research on wider and aggregate implications of outsourcing, such as the impact it has or might have on particular sectors or national or regional economies. Public sector research sometimes addresses sector and national level issues but findings focus on challenging government outsourcing policy or methods of calculating the costs and benefits (Uttley, 1993; Kerr and Radford, 1994; Quiggin, 1996; Patterson and Pinch, 1995). Bettis et al (1992) do address aggregated consequences of individual organizations' outsourcing decisions, suggesting individually logical and rational decisions can be counter‐productive when considered collectively and cumulatively.…”

Section: Literature Reviewmentioning

confidence: 99%

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Outsourcing: assessing the risks and benefits for organisations, sectors and nations

Harland

Knight

Lamming

et al. 2005

International Journal of Operations &Amp; Production Management

231

136

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PurposeThis research aims to assess the risks and benefits of outsourcing for organisations, sectors and nations. The literature on outsourcing contains little evidence of research on holistic issues of its impact at systems levels beyond the firm, notably sectors and nations.Design/methodology/approachA Delphi study with senior strategists from private and public sectors captured perspectives and specific observations on benefits and risks of outsourcing. Emergent issues on outsourcing policy, strategy and decision‐making processes were synthesised into a framework for analysing factors associated with outsourcing.FindingsThe findings suggest that a more holistic view of outsourcing is needed, linking local, organisational issues with sector and national level actions and outcomes. In this way, aggregate risks and benefits can be assessed at different systems levels.Research limitations/implicationsFuture research might address the motivations for outsourcing; currently there is little research evidence to assess whether outsourcing is a mechanism for failing to solve internal problems, and moving responsibility and risk out of the firm. Additionally most outsourcing research to date has concentrated on an activity either being “in” or “out”; there is little research exploring the circumstances in which mixed models might be appropriate.Practical implicationsThe framework provides an aid to research and an aide memoire for managers considering outsourcing.Originality/valueThis paper contributes to knowledge on understanding of outsourcing at different systems levels, particularly highlighting the implications of outsourcing for sectors and nations. Previously most research has focused at the level of the firm or dyadic relationship.

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Section: Discussionsupporting

confidence: 79%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Outsourcing: assessing the risks and benefits for organisations, sectors and nations

Harland

Knight

Lamming

et al. 2005

International Journal of Operations &Amp; Production Management

231

136

View full text Add to dashboard Cite

show abstract

“…Advocates of outsourcing argue that the practice can reduce costs, increase service quality by producing greater economies of scale, increase incentives and accountability for service providers, and increase access to experts in specialized areas (cf. Greaver, 1999;Hendry, 1995;Laugen et al, 2005;Mowery et al, 1996;Rimmer, 1991;Uttley, 1993). Despite these suggested benefits, others claim that hiring an outside agency to do the "right-brain" (McGovern and Quelch, 2005, p. 1) work of internal employees may lead to disharmony, distrust, and diminished employee commitment levels (e.g.…”

Section: Introductionmentioning

confidence: 99%

Outsourced marketing: it's the communication that matters

Walker

Sartore

Taylor

2009

Management Decision

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Purpose -Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors but is generally predicated on fiduciary considerations. The purpose of this article is to examine the issues with, and the empirical consequences of, outsourcing within the intercollegiate marketing context. Design/methodology/approach -This is an exploratory mixed-methods study incorporating qualitative and quantitative data to investigate outsourcing specifically related to the communication-employee commitment relationship. Findings -Results from study 1 reveal that marketing directors perceive outsourcing as critical but also experience dissatisfaction with the level, frequency, and direction of communication. Results from study 2 indicate that an explicit and positive relationship exists between employee satisfaction with communication and their resultant commitment to the organization. Research limitations/implications -Owing to the exploratory nature of the study and a relatively small sample, the conclusions are tempered until subsequent studies have been performed. As well, specific moderating variables (e.g. size, culture, budget) were not included in this initial inquiry and as such may add considerable variance explained to the proposed relationship. Practical implications -First, the authors suggest that managing the "right commitment" is essential for marketing departments when working with an outsourcing agency. Second, the authors call attention to the importance of certain contextual factors (e.g. shared knowledge, mutual dependency, and organizational linkage) that may serve to improve the outsourcing partnership. Originality/value -Few papers have explored the communication-commitment relationship, particularly with regards to outsourcing. Consequently, this study adds to the research by examining how intercollegiate marketing employees perceive and react to an outsourcing partnership. Building on additional work in this area, the research focuses on several aspects of the communication-commitment framework not previously examined.

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“…Carter, Klein and Day (1992) even mused about why 'a set of rather trite, seemingly self-evident propositionsabout the need to link objectives, costs and outputs systematicallycould be seen as so novel'. But whatever the views about the origins of the ideas, there is no doubt about the importance of its effect on subsequent central policy initiatives (for example, Cassels, 1983;and H M Treasury, 1986a) and those for individual departments (for example, Uttley, 1993).…”

Section: The Private Sectormentioning

confidence: 99%

Management Accounting in Uk Central Government ? Some Research Issues

Likierman¹

1994

Financial Acc & Man

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Contracting‐out and market‐testing in the UK defence sector: Theory, evidence and issues

Cited by 13 publications

References 2 publications

Outsourcing: assessing the risks and benefits for organisations, sectors and nations

Outsourcing: assessing the risks and benefits for organisations, sectors and nations

Outsourced marketing: it's the communication that matters

Management Accounting in Uk Central Government ? Some Research Issues

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