You are not currently logged in.
Access JSTOR through your library or other institution:
If You Use a Screen ReaderThis content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Linking Outsourcing to Business Strategy
Richard C. Insinga and Michael J. Werle
The Academy of Management Executive (1993-2005)
Vol. 14, No. 4, Themes: Strategy, Culture, and Change (Nov., 2000), pp. 58-70
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/4165685
Page Count: 13
You can always find the topics here!Topics: Outsourcing, Corporations, Business structures, Banking industry, Engines, Automobile manufacturers, Collaboration, Commodities, Bottling
Were these topics helpful?See somethings inaccurate? Let us know!
Select the topics that are inaccurate.
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Preview not available
In today's business environment, companies are driven to conduct a few functions in-house and to obtain the rest from other sources through aggressive outsourcing. While outsourcing may seem attractive at the strategic management level, serious pitfalls are often encountered as the strategy is pushed downward into operations. At the operational level, the strategic intent tends to be lost in a hectic day-to-day, problem-to-problem business environment. Outsourcing decisions made at the operational level can easily lead to dependencies that create unforeseen strategic vulnerabilities. These pitfalls are addressed by a systematic methodology that can guide the operational level to achieve strategically appropriate actions.
The Academy of Management Executive (1993-2005) © 2000 Academy of Management