Toward a model of strategic outsourcing

Holcomb, Tim R.; Hitt, Michael A.

doi:10.1016/j.jom.2006.05.003

Cited by 525 publications

(487 citation statements)

References 148 publications

(272 reference statements)

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“…According to Holcomb and Hitt (2007) and Salla et al, (2013), this may significantly reduce the bargaining power of smaller and start-up firms. The knowledge required for bargaining capabilities could only be defined as generally implicit knowledge, yet the smaller firms appeared to lack this basic implicit knowledge that allowed them to gain superior bargaining capabilities.…”

Section: The Relationships With the Suppliersmentioning

confidence: 99%

“…One of the major paradoxes has been the question of when does outsourcing 'hurt or benefit' firm performance? On the one hand, the compelling advantages of outsourcing include increased efficiency (Sivakumar, Kannan, and Murugesan, 2014) and ultimately increase in profit (Fill and Visser, 2000;Holcomb and Hitt, 2007;Kremic, Tukel and Rom, 2006;Marquez, 2007;Moeen, Somaya and Mahoney, 2013). On the other hand, outsourcing engagements is well documented as causing 'lock-in effect' (Lei and Hitt, 1995).…”

Section: Introductionmentioning

confidence: 99%

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Height of induced water-transmitting fracture zone in slice mining of potash seam III at the Starobin deposit

Ilderov¹

2018

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Design/methodology/approachWe examine the choice of in-house operations versus buying maintenance in the Swedish mining industry through a qualitative case study approach. FindingsThe findings reveal a strong tendency to outsource maintenance. Research limitations/implicationsThis in turn has a strong influence on the firm's capabilities and long-term competitive advantage and sustainability. Practical implicationsBased on the empirical findings, we comment on the strength and weaknesses of the different outsourcing and attempt to find practical solutions that assist the firm in creating competitive advantage. Originality/valueThe unique contribution of this study is that it extends prior firm capabilities studies by investigating the impact of capability loss specifically in complex, intricate maintenance processes in a dynamic industry.3

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Section: The Relationships With the Suppliersmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Height of induced water-transmitting fracture zone in slice mining of potash seam III at the Starobin deposit

Ilderov¹

2018

gzh

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“…Ocorre pelo aprendizado em conjunto de informação e know how relevantes, como resultado da adoção de transparência e de trocas constantes (Dyer & Hatch, 2006;Holcomb & Hitt, 2007). Tal aprendizado resulta em sinergia entre as partes, de forma que esforços sejam economizados, culminando em menores custos de coordenação entre os membros (Holcomb & Hitt, 2007;Claro & Claro, 2004) e no melhor entendimento das necessidades dos parceiros (Cheung, Myers, & Mentzer, 2010). …”

Section: Hipótesesunclassified

“…A criação de produtos ou serviços é resultante da combinação única de recursos entre os membros. A sinergia resultante de seu uso comum proporciona maior retorno, visto que, em conjunto, são difíceis de imitar ou substituir, e produzem resultado diferenciado e superior (Dyer & Singh, 1998;Holcomb & Hitt, 2007;Rungtusanatham, Choi, Hollingworth, Wu, & Forza, 2003).…”

Section: Hipótesesunclassified

“…Verificamos também esse efeito quando analisamos os laços com clientes, em que concentrar as vendas gerou ganhos de eficiência produtiva. Razões para que isso ocorra são fortes na literatura, pois há evidências de que o aumento da imersão estrutural facilita a troca de conhecimento (Cheung et al, 2010), reduz os custos de transação e permite ganho de escala e escopo (Dyer & Singh, 1998), bem como aumenta a complementaridade de recursos (Dyer, 1997;Holcomb & Hitt, 2007;Rungtusanatham et al, 2003). Essa contradição reforça a ideia de que a imersão social e a estrutural são mecanismos complementares de governança, em que uma depende da outra para se obterem vantagens.…”

Section: Variável De Controleunclassified

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Imersão Social Na Cadeia De Suprimentos E Seu Efeito Paradoxal No Desempenho Operacional

Rossoni

Martins

et al. 2014

Rev. adm. empres.

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Este artigo buscou analisar os efeitos da imersão relacional e da imersão estrutural no desempenho operacional das firmas, medido em termos de ganhos de produtividade e de qualidade. O objeto de estudo foi a indústria moveleira, com base em seus laços com clientes e fornecedores. Especificamente, analisamos como a imersão relacional - confiança e solidariedade - reforça a imersão estrutural, que foi avaliada a partir do grau de concentração de fornecedores e clientes das firmas. Foi possível identificar que a imersão relacional teve efeitos positivos nos indicadores de desempenho operacional, porém de maneira distinta: ela afeta a qualidade nas relações com clientes e a produtividade nos laços com fornecedores. Identificamos ainda, dois efeitos paradoxais. No primeiro, níveis baixos de imersão relacional com fornecedores geram efeitos negativos da imersão estrutural na produtividade, mas, em níveis mais altos, esses efeitos são positivos. No segundo, a contradição reside no efeito positivo da combinação dos dois tipos de imersão na produtividade, mas negativo na qualidade.

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Environmentally sustainable development initiatives in upstream strategic outsourcing relationships: Examining the role of innovative capabilities

2022

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Research on the potential impact of environmental sustainable development initiatives such as environmental collaboration with the supplier (ECS) on environmental and manufacturing performance is inconclusive. Specifically, it has overlooked the intermediary role that dynamic capabilities play in the relationship between ECS and performance. This explains why previous research, while correct in theory, found conflicting statistical results between environmental collaboration upstream and various performance outcomes. This study examines the following questions: What is the impact of environmental collaboration on manufacturing and environmental performance in outsourcing relationships? Do capabilities mediate the relationship between environmental collaboration and performance? Further, we propose that one particular mediating factor—innovative capabilities (ICs)—can influence the strength of this relationship and thus explain why previous research found conflicting statistical results. This paper uses structural equation modeling to analyze survey data from 247 North American manufacturers that outsourced their manufacturing. IC fully mediates the relationship between ECS and manufacturing performance and partially mediates the relationship between environmental collaboration and environmental performance. These findings enrich existing knowledge as it views ECS through the lens of resource‐based theory. Further, we shed light on the crucial role of IC in firms that choose to outsource critical capabilities. From a managerial perspective, the empirical results will inform outsourcing managers making strategic and tactical decisions to achieve desired environmental and manufacturing outcomes.

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Toward a model of strategic outsourcing

Cited by 525 publications

References 148 publications

Height of induced water-transmitting fracture zone in slice mining of potash seam III at the Starobin deposit

Height of induced water-transmitting fracture zone in slice mining of potash seam III at the Starobin deposit

Imersão Social Na Cadeia De Suprimentos E Seu Efeito Paradoxal No Desempenho Operacional

Environmentally sustainable development initiatives in upstream strategic outsourcing relationships: Examining the role of innovative capabilities

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