Invited reaction: Outsourcing relationships between firms and their training providers: The role of trust

Leimbach, Michael P.

doi:10.1002/hrdq.1122

Cited by 7 publications

(1 citation statement)

References 5 publications

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“…In fact, it is possible to highlight aspects of: (i) strategic management outsourcing (Prahalad and Hamel, 1990;Sanchez, 1995); (ii) organizational approach (Carlsson, 1989); (iii) legal-institutional (Domberger, 1999;Hart, 1995); (iv) management of human resources (Leimbach, 2005;Marsden, 2004); (v) globalization (Grossman and Helpman, 2005;Yu, 2012); (vi) management of operations (Morroni, 2009;Chang and Lo, 2011); (vii) innovation (Long, 2005). Therefore, managing the outsourcing strategy means structuring the entire organization in order to respond adequately to the different problems that this strategic choice implies.…”

Section: Conceptual Framework: the Outsourcing Strategy And Its Implimentioning

confidence: 99%

Caring More by Doing Less? An Enquiry About the Impacts of Outsourcing on Patient Care

Brunetta¹,

Giustiniano²,

Marchegiani³

2014

American Journal of Applied Sciences

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This study seeks to understand the potential impact of outsourcing on healthcare processes. By referring to a wider scope of industries and sectors, as they have been the experimental fields of most of the studies on outsourcing, we highlight the pros and cons of the externalization of activities related to patient care. Our purpose is to show and contextualize the (yet) ambiguous effects of relying on external partners in delivering services related to the health of patients. We argue that the seek for efficiency might sometimes hinder the global outcome of care; further we state that given the peculiar nature of the healthcare, outsourcing needs to be used within a wider strategic analysis of the activities. This study starts with a review of the literature on outsourcing strategies applied to healthcare sector and it also proposes an analytical model for decision-making. The main conclusion is that healthcare organizations should set up proper mechanisms for the governance of the overall transactions related to outsourcing in order to extend the span of control over the external providers as long as the effectiveness and the efficacy of the general outcome is not compromised. Both private and public health providers could benefit from a more reliable model for deciding on the span of their activities that can be outsourced.

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