TY - JOUR
T1 - Outsourcing and Financial Performance
T2 - A Negative Curvilinear Effect
AU - Kotabe, Masaaki
AU - Mol, Michael J.
PY - 2009/12
Y1 - 2009/12
N2 - This study asks how a firm's degree of outsourcing across all activities influences financial performance. We argue there is an optimal degree of outsourcing, where firms outsource some activities yet integrate others, and that deviations lower performance in a negatively curvilinear fashion. We find empirical support, using 1995 and 1998 data on a sample of manufacturing businesses in the Netherlands, and show that the steepness of the curve increases under conditions of high uncertainty. We show the magnitude of the uncertainty effect on performance outcomes through a post hoc scenario analysis. Thus we provide a specific, theoretically and empirically grounded prediction of how outsourcing affects performance with implications for theory and practice.
AB - This study asks how a firm's degree of outsourcing across all activities influences financial performance. We argue there is an optimal degree of outsourcing, where firms outsource some activities yet integrate others, and that deviations lower performance in a negatively curvilinear fashion. We find empirical support, using 1995 and 1998 data on a sample of manufacturing businesses in the Netherlands, and show that the steepness of the curve increases under conditions of high uncertainty. We show the magnitude of the uncertainty effect on performance outcomes through a post hoc scenario analysis. Thus we provide a specific, theoretically and empirically grounded prediction of how outsourcing affects performance with implications for theory and practice.
KW - Vertical Integration
KW - The Netherlands
KW - Outsourcing
KW - Performance
KW - Negative Curvilinear Effect
KW - Manufacturing
U2 - 10.1016/j.pursup.2009.04.001
DO - 10.1016/j.pursup.2009.04.001
M3 - Journal article
SN - 1478-4092
VL - 15
SP - 205
EP - 213
JO - Journal of Purchasing & Supply Management
JF - Journal of Purchasing & Supply Management
IS - 4
ER -