4- ACTIVITAT PÚBLICA (1898-1917)
5.4 Canvi de reglament notarial Enfrontament amb l’Estat i la
The strategic outsourcing model) Although research in supply chain management has expanded substantially, only limited applications of transaction cost theory (TCT) and the resource based view (RBV) are available (Holcomb and Hitt, 2007). They presented a strategic outsourcing model to the strategic outsourcing concept in operations and supply chain management research using both transaction-based and resource-based or capability-based logics to examine a firm’s decision to outsource.
Earlier conceptualizations of outsourcing based on economizing conditions, such as asset specificity, small numbers bargaining, and technological uncertainty, to include factors that influence the selection and integration of capabilities from intermediate markets (Argyres and Liebeskind, 1999; Jacobides and Winter, 2005). Holcomb and Hitt (2007)’s model consider four important conditions that establish a resource-based context for strategic outsourcing. The firms evaluate internally accessed capabilities and external capabilities available to produce the greatest value by integration. They argue that strategic outsourcing allows firms not only to reduce costs, but also to enhance their portfolio of capabilities and value creation potential. Table 3.1 indicates the characteristics of the strategic outsourcing model.
76 Year
2007
Model Type Field Innovator
Theoretical model strategic outsourcing research Operations and supply chain management
Holcomb and Hitt
Theory applied
Transaction cost theory (TCT) :
Asset specificity, small numbers bargaining, and technological uncertainty
Resource based view (RBV):
Complementarity of capabilities, strategic relatedness, relational capability-building mechanisms, and cooperative experience
Concept
1) Transaction-based perspectives typically confine outsourcing to more specialized, repetitive activities e.g. manufacturing,
logistics, and FM
2) Resource-based theory provides a context to explain strategic outsourcing arrangements for more visible and potentially sensitive functions such as research and development (R&D), engineering design, and customer support.
Table 3.1 - Strategic outsourcing model
The outsourcing relationships model) Stages of growth models have been used widely in both organizational research and IT management research (Nolan, 1979; Earl, 2000; Housel and Bell, 2001; Gottschalk, 2005). According to King and Teo (1997), these models describe a wide variety of phenomena – the organizational life cycle, product life cycle, biological growth, and so forth. These models assume that predictable patterns (conceptualized in terms of stages) exist in the growth of organizations and in the growth of relationships among organizations.
Gottschalk and Solli-Sæther (2006) suggest a maturity model for IT outsourcing relationships based on organizational theories and outsourcing practices, which
77 identify cost stage, resource stage and partnership stage. In the second stage, the value generation potential of an outsourcing relationship consists of three factors: client characteristics, the vendor-client relationship and vendor characteristics. A key client characteristic is an understanding of how to manage resources that a firm does not own. A key in the vendor-client relationship is a formal (contractual) aspect of the relationship. The third factor shaping the outsourcing value proposition is the vendor’s own capabilities. Important vendor characteristics include capabilities such as technical competence, understanding the customer’s business and relationship management. Table 3.2 indicates the characteristics of the outsourcing relationships model.
Year 2006
Model Type Field Innovator
Growth stage of maturity Outsourcing Relationships management IT Gottschalk and Solli-Sæther Theory applied
Three management theories:
1) 1st stage - cost stage based on transaction cost theory,
neoclassical economic theory, contractual theory, theory of firm boundaries and agency theory
2) 2nd stage - resource stage based on core competencies theory and
resource-based theory
3) 3rd and final stage - partnership stage based on partnership and
alliance theory, relational exchange theory, stakeholder theory, and social exchange theory
Concepts
1) A three-stage model for evolution of an outsourcing relationship 2) Understanding the current situation in the relationship in terms of a
specific stage and to develop strategies for moving to a higher stage in the future
3) First, relationships focus on economic benefits, then there are concerns about access to competence, and finally the
development of norms and alliance management are the main focus.
78 4) Benchmark variables for each stage are suggested. A
theory-based stage model on long-term IT outsourcing relationship will shift focus as it matures
5) Future research might apply this framework to empirically test the evolution of IT outsourcing relationships.
Table 3.2 - Outsourcing relationships model
The values of benchmark variables indicate the most likely theoretical characteristics of each stage of integration. The benchmark variables are adapted from Gottschalk and Solli-Sæther (2005). Based on extensive literature review of outsourcing theories, they identify and empirically test eleven critical success factors for IT outsourcing relationships. These factors are used as the basis for development of benchmark variables. Figure 3.1 shows the development of cost stage, resource stage and partnership stage of the outsourcing relationships model. + - Partnership Stage Alliance Economic Exchanges Relational Norms Social Exchanges Stakeholders Resource Stage Access to resources Innovation Strategic resources Core competencies Skills and capabilities Cost Stage
Economic benefits Transaction costs Contracts
Principal-agent
Firm boundaries Years
Figure 3.1 - Critical issues in each stage of maturity to outsourcing relationships by Gottschalk and Solli-Sæther (2006)
79 The conceptual decision model) Boer et al. (2006) provides an overview of existing prescriptive decision models for outsourcing based on literature review. They contrast these models with empirical accounts of outsourcing including two case-studies of outsourcing of logistics activities and develop a conceptual decision model based on the principles of satisficing. There are few prescriptive and practical models for guiding outsourcing decision processes. This is true for outsourcing in general and outsourcing of logistics activities in particular.
Most models basically consist of a limited number of steps (Boer et al., 2006). According to the findings, there are common aspects appearing in similar steps and/or in all models. (1) Definition of core competences and strategy; (2) assessment of integral costs; and (3) analysis of suppliers and competitors. They summarize ten prescriptive outsourcing models in steps. Table 3.3 indicates the characteristics of the conceptual decision model.
Year 2006
Model Type Field Innovator
Prescriptive decision
Concept Logistics Boer, Gaytan, and Arroyo
Theory applied
1) A conceptual decision model based on the principles of satisficing
2) A useful explanation of these discrepancies and useful design principles for developing more realistic prescriptive outsourcing decision models
Concepts
1) Explaining discrepancies between existing outsourcing decision models and outsourcing processes in practice in particular regarding the practice of outsourcing of logistics activities.
2) Offering the basis for realistic decision guidance in outsourcing processes
80 incorporating satisficing principles
4) Very useful principles for developing and operational zing outsourcing decision models
Table 3.3 - Conceptual decision model
The four types of outsourced-outsourcer relationships model) Franceschini, et al.
(2003) propose a new model for managing outsourcing processes in strategic decisions, economic factors and human resources application in different fields. In table 3.4, this model is to organize in four main steps including internal benchmarking analysis, external benchmarking analysis, contractual negotiation and outsourcing management. Figure 3.2 indicates the working mechanism of the four types of outsourced-outsourcer relationships.
Year 2003
Model Type Field Innovator
Contingency Four types
outsourced-outsourcer Relationship Different fields Franceschini, Galetto, Pignatelli and Varetto Theory applied
The model is organized in four main steps:
Internal benchmarking analysis, external benchmarking analysis, contract negotiation and outsourcing management
Concepts
1) There are two levels of evaluation, low and high, defining each characteristic. The combination of the two characteristics gives rise to four types of relationships.
2) They investigate all the interactions between “outsourced” and “outsourcers” from selection up to the strategy of relationship management.
81 Specificity
- +
+
Temporary relationship Network organization
+
-
Traditional vendor Strategic union
-
- +
Complexity
Figure 3.2 - Scheme of the four types of outsourced-outsourcer relationships based on different level of complexity and specificity by Franceschini, Galetto, Pignatelli and Varetto (2003)
The Four Outsourcing Relationship Types model) Kishore et al. (2003) propose a model for the evolution of IT outsourcing relationships. Their earlier research develops a framework that classifies client-provider outsourcing relationships into Four Outsourcing Relationship Types, (a framework called FORT.) In figure 3.3, they discuss the four relationship types in terms of the competencies and monitoring mechanisms required for effectively managing them, and then trace the movement of client-vendor relationships within and across relationship cells over time. By understanding the principal characteristics of an outsourcing relationship, the model helps in understanding this change. Table 3.5 indicates the characteristics of the Four Outsourcing Relationship Types model.
82 Extent of Substitution By Service Providers +
High Reliance Alliance
Low -
Support Alignment
- Low High + Strategic Impact of Outsourced ITS Portfolio
Figure 3.3 - Generic client – provider outsourcing relationships types by Kishore et al. (2003)
Year 2003
Model Type Field Innovator
Contingency Four Outsourcing Relationship Types Framework
IT Kishore et al. Theory
applied
The four resulting types of outsourcing relationships: Support, alignment, reliance and alliance.
Concepts
1) The contingency model can shows the evolution of IT outsourcing
relationships of the companies.
2) There are two dimensions most germane to outsourcing
relationships. One is to deal with the extent of ownership
substitution by outsourcing service providers. i.e. degree to which ownership and/or control of various ITS assets to service
providers
3) The other is to deal with the strategic impact of outsourced ITS
portfolio. i.e. a firm’s competitive positioning and its long-term strategy
Table 3.5 - The Four Outsourcing Relationship Types model