Les changements organisationnels liés aux stratégies d'externalisation:le cas d'une entreprise industrielle

Berengère Gosse (), Caroline Sargis-Roussel and Pierre-Antoine Sprimont
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Pierre-Antoine Sprimont: Université de Valenciennes
Authors registered in the RePEc Author Service: Caroline sargis roussel ()

Revue Finance Contrôle Stratégie, 2002, vol. 5, issue 1, 101-128

Abstract: Outsourcing is one of the main origins of firm's shrinkage. Outsourcing strategy can be defined as the purchase of a product or a service, which was previously internally realized. This purchased resource remains indispensable to the value creation chain. This paper tries to provide elements of answer to the following question:What are the organizational consequences of outsourcing ? Transaction Cost Theory (TCT) and Resource Based View (RBV) literature are the main theories mobilized to understand outsourcing strategy. We present the case study of a French company that outsourcized most of its functions. We conclude with four propositions concerning organizational and human impacts of outsourcing strategy.

Keywords: outsourcing; organizational change; case study. (search for similar items in EconPapers)
JEL-codes: L22 L24 (search for similar items in EconPapers)
Date: 2002
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

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