Examining the popularity trajectory of outsourcing as a management concept
-
DOIhttp://dx.doi.org/10.21511/ppm.15(2-1).2017.02
-
Article InfoVolume 15 2017, Issue #2 (cont. 1), pp. 178-196
- Cited by
- 1356 Views
-
414 Downloads
This work is licensed under a
Creative Commons Attribution-NonCommercial 4.0 International License
This paper examines the popularity trajectory of outsourcing as a management concept. The paper shows that while outsourcing is an old management practice that has roots that date back centuries, it did not gain widespread popularity as a modern organizational practice until the 1980s. While the initial outsourcing hype and craze of the late 1980s and early 1990s has waned, outsourcing has shown considerable staying power as a management concept, even in the face of counter-movements such as backsourcing and insourcing. Although the experiences with implementation of outsourcing are mixed, outsourcing remains a widely used management concept. However, the current relatively low satisfaction level among users could influence the future popularity trajectory of the outsourcing concept.
- Keywords
-
JEL Classification (Paper profile tab)M00, M10
-
References30
-
Tables2
-
Figures4
-
- Figure 1. Hits for outsourcing
- Figure 2. Interest in “outsourcing” over time
- Figure 3. Usage rate of outsourcing
- Figure 4. Usage and satisfaction rankings
-
- Table 1. Influential management gurus involved in legitimizing and popularizing outsourcing in the early phase
- Table 2. Illustrative examples of books about outsourcing
-
- Abrahamson, E. (1991). Managerial fads and fashions: The diffusion and rejection of innovations. Academy of Management Review, 16(3), 586-612.
- Abrahamson, E. (1996). Management Fashion. Academy of Management Review, 21(1), 254-285.
- Alexander, M., & Young, D. (1996). Outsourcing: where’s the value? Long Range Planning, 29(5), 728-730.
- Alvarez, J. L., Mazza, C., & Pedersen, J. S. (2005). The Role of the Mass Media in the Consumption of Management Knowledge. Scandinavian Journal of Management, 21(2), 133-233.
- Araujo, L., & Gadde, L.-E. (2009). Efficiency-seeking or recipe-following? The case of outsourcing. Paper presented at the Proceedings of the 25th Industrial Marketing and Purchasing Group Conference, Marseille, France.
- Aron, R., Clemons, E. K., & Reddi, S. (2005). Just right outsourcing: understanding and managing risk. Journal of Management Information Systems, 22(2), 37-55.
- Ashley, E. (2008). Outsourcing for dummies. John Wiley & Sons.
- Auguste, B. G., Hao, Y., Singer, M., & Wiegand, M. (2002). The other side of outsourcing: Despite the difficulties, there is money to be made running routine operations for other companies. The McKinsey Quarterly, 53-64.
- Barthelemy, J. (2003). The seven deadly sins of outsourcing. The Academy of Management Executive, 17(2), 87-98.
- Beaumont, N., & Sohal, A. (2004). Outsourcing in Australia. International Journal of Operations & Production Management, 24(7), 688-700.
- Benders, J. (1999). Tricks and Trucks? A Case Study of Organization Concepts at Work. International Journal of Human Resource Management, 10(4), 624-637.
- Benders, J., & Van Veen, K. (2001). What’s in a fashion? Interpretive viability and management fashions. Organization, 8(1), 33-53.
- Benders, J., & Verlaar, S. (2003). Lifting parts: putting conceptual insights into practice. International Journal of Operations & Production Management, 23(7), 757-774.
- Benko, C. (1992). If information system outsourcing is the solution, what is the problem? Journal of Systems Management, 43(11), 32-35.
- Bergeron, B. (2002). Essentials of shared services. John Wiley & Sons.
- Broedner, P., Kinkel, S., & Lay, G. (2009). Productivity effects of outsourcing: new evidence on the strategic importance of vertical in¬tegration decisions. International Journal of Operations & Production Management, 29(2), 127-150.
- Brown, D., & Wilson, S. (2005). The Black Book of Outsourcing: How to Manage the Changes, Challenges, and Opportunities. John Wiley & Sons.
- Brown, P. (2010). The power of HR outsourcing. Strategic HR Review, 9(6), 27-32.
- Busi, M., & McIvor, R. (2008). Setting the outsourcing research agenda: the top‐10 most urgent outsourcing areas. Strategic Outsourcing: An International Journal, 1(3), 185-197.
- Cant, M., & Jeynes, L. (1998). What does outsourcing bring you that innovation cannot? How outsourcing is seen-and currently marketed-as a universal panacea. Total Quality Management, 9(2-3), 193-201.
- Cascio, W. F. (1993). Downsizing: What do we know? What have we learned? The Academy of Management Executive, 7(1), 95-104.
- Choi, H., & Varian, H. (2012). Predicting the present with google trends. Economic Record, 88(Special Issue, June), 2-9.
- Clark, T. (2004). The fashion of management fashion: A surge too far? Organization, 11(2), 297-306.
- Clegg, S., Burdon, S., & Nikolova, N. (2005). The outsourcing debate: Theories and findings. Journal of the Australian and New Zealand Academy of Management, 11(2), 37-52.
- Cluley, R. (2013). What Makes a Management Buzzword Buzz? Organization Studies, 34(1), 33-43.
- Cohen, L., & Young, A. (2006). Multisourcing: moving beyond outsourcing to achieve growth and agility. Harvard Business Press.
- Costa, C. (2001). Information technology outsourcing in Australia: a literature review. Information Management & Computer Security, 9(5), 213-224.
- Cox, A., & Lonsdale, C. (1997). Strategic outsourcing methodologies in UK companies. Centre for Strategy and Procurement Management. Birmingham Business School.
- Craig, D., & Willmott, P. (2005). Outsourcing grows up. The McKinsey Quarterly, 1, 13-26.
- Cram, W. A., & Newell, S. (2016). Mindful revolution or mindless trend? Examining agile development as a management fashion. European Journal of Information Systems, 25(2), 154-169.
-
Not dead yet: the rise, fall and persistence of the BCG Matrix
Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 19-34 Views: 4964 Downloads: 2703 TO CITE АНОТАЦІЯThe BCG Matrix was introduced almost 50 years ago, and is today considered one of the most iconic strategic planning techniques. Using management fashion theory as a theoretical lens, this paper examines the historical rise, fall and persistence of the BCG Matrix. The analysis highlights the role played by fashion-setting actors (e.g., consultants, business schools and business media) in the rise of the BCG Matrix. However, over time, portfolio planning models such as the BCG Matrix were attacked and discredited by a host of different actors, and gradually fell out of favor. Even though the BCG Matrix has fallen from grace, it is still alive and has left an imprint on management education and practice. Despite being largely discredited in academic circles, many practitioners still view it as an important corporate portfolio planning technique.
-
Adoption of Mobile Banking and Perceived Risk in GCC
Kavita Chavali
,
Ajith Kumar
doi: http://dx.doi.org/10.21511/bbs.13(1).2018.07
Banks and Bank Systems Volume 13, 2018 Issue #1 pp. 72-79 Views: 2482 Downloads: 580 TO CITE АНОТАЦІЯThe study deals with the adoption of mobile banking services by respondents in UAE and the perception of risk factors by them. A model was developed on the Customer Adoption Process of mobile banking. The model is validated based on the data collected using the questionnaire from a sample of 90 respondents in UAE. Factor analysis is used to evaluate and analyze the responses. Belief in technology and the value it creates are the major driving force for respondents to adopt mobile banking. Respondents perceive that mobile banking helps in proper financial planning due to continuous monitoring the transactions and time saving. Lack of privacy in the mobile banking transactions and not all banks offering mobile banking services in UAE are the major challenges perceived by the respondents for non-adoption of mobile banking. Respondents identify time risk, financial risk and performance risk as the most predominant risk factors compared to other risks in the adoption process.
-
Assessing the dynamics of fintech in Indonesia
Nofie Iman
doi: http://dx.doi.org/10.21511/imfi.15(4).2018.24
Investment Management and Financial Innovations Volume 15, 2018 Issue #4 pp. 296-303 Views: 1990 Downloads: 519 TO CITE АНОТАЦІЯFinancial technology or commonly known as fintech is relatively a new thing in Indonesia. This article is attempting to capture the dynamics of such technology in Indonesia. This paper was aimed to help researchers and academics who are interested in studying the phenomenon of fintech more broadly. This study is descriptive and exploratory by nature. Data were gathered from secondary sources, as well as interviews with practitioners, policy makers, and users. Data were collected during the period from 2016 to 2018, which was divided into several different stages. The results of the study show that fintech is more than just a phenomenon, it cannot be compared to other start-ups, and has the potential to fundamentally change the business and economic landscape.
