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dc.contributor.authorMarshall, Donna
dc.contributor.authorLamming, Richard
dc.contributor.authorFynes, Brian
dc.contributor.authorDe Búrca, Seán
dc.date.accessioned2018-07-19T11:52:25Z
dc.date.available2018-07-19T11:52:25Z
dc.date.issued2005
dc.identifier.citationMarshall, D. et al (2005) 'The development of an outsourcing process model', International Journal of Logistics Research and Applications, 8(4) pp. 347-359.en
dc.identifier.doi10.1080/13675560500407135
dc.identifier.urihttp://hdl.handle.net/10545/622834
dc.description.abstractThis paper aims to develop a dynamic process view of outsourcing. In the research, a longitudinal, grounded theory approach was used, with iterative steps of reviewing the current literature and knowledge on outsourcing and, in parallel, empirically examining the processes occurring with three case companies. The case companies, all from the telecommunications industry, outsourced at least three activities, which were examined over the course of 4 years. The research provided a dynamic model of the outsourcing process as well as identifying key drivers and influences on the process.
dc.description.sponsorshipEconomic Social Research Councilen
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.rightsThis is an electronic version of an article published in the International Journal of Logistics: Research and Applications, 8(4): 347-359 (2005) available online at: www.tandfonline.com//doi/abs/10.1080/13675560500407135en
dc.subjectOutsourcingen
dc.subjectProcess viewen
dc.subjectGrounded theoryen
dc.titleThe development of an outsourcing process modelen
dc.typeJournal Articleen
dc.identifier.journalInternational Journal of Logistics Research and Applications
dc.identifier.urlhttp://hdl.handle.net/10197/6043
html.description.abstractThis paper aims to develop a dynamic process view of outsourcing. In the research, a longitudinal, grounded theory approach was used, with iterative steps of reviewing the current literature and knowledge on outsourcing and, in parallel, empirically examining the processes occurring with three case companies. The case companies, all from the telecommunications industry, outsourced at least three activities, which were examined over the course of 4 years. The research provided a dynamic model of the outsourcing process as well as identifying key drivers and influences on the process.


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