The role of organizational control in outsourcing practices: An empirical study

被引：16

作者：

Kang, Mingu ^{[1
]}

Wu, Xiaobo ^{[1
]}

Hong, Paul ^{[2
]}

Park, Kihyun ^{[3
]}

Park, Youngwon ^{[4
]}

机构：

[1] Zhejiang Univ, Sch Management, Hangzhou 310003, Zhejiang, Peoples R China

[2] Univ Toledo, Coll Business & Innovat, Toledo, OH 43606 USA

[3] Robert Morris Univ, Pittsburgh, PA USA

[4] Univ Tokyo, Mfg Management Res Ctr, Grad Sch Econ, Fac Econ, Tokyo, Japan

来源：

JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT | 2014年 / 20卷 / 03期

关键词：

Outsourcing strategies; Organizational control; Chinese context; Empirical study; PERFORMANCE; BENEFITS; STRATEGY; RISKS; PARTNERSHIP; ALLIANCES; SUCCESS; IMPACT; TRUST;

D O I：

10.1016/j.pursup.2014.02.002

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Recent case study research has examined the role of organization control as a critical component of outsourcing performance (Kang et al. 2012a. Journal of Business Research 65,1195-1201). In contrast to case study methodology, this paper aims to empirically examine the relationships among outsourcing strategies and organizational control in the Chinese context and refine the theoretical and managerial implications of the current research model. Based on data collected from 158 firms operating in China, this paper examines the impact of two types of outsourcing strategies on different organizational control measures. Our findings suggest that for efficiency-seeking outsourcing, output control and process control are appropriate in creating successful outsourcing practices. As for innovation-seeking outsourcing, social control and process control are the most effective options. Theoretical and managerial implications for strategic outsourcing are also discussed. (C) 2014 Elsevier Ltd. All rights reserved.

引用

页码：177 / 185

页数：9

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