 The ethical landscape of outsourcing performanceLorice Stainer and Susan Grey International Journal of Business Performance Management, 2007, vol. 9, issue 4, 453-469 Abstract: Outsourcing of business operations is high on the agenda of management because getting quality products and services faster to the market has become critical for companies. Amongst the many drivers are cost reduction, core business focus, flexibility and risk transfer. However, it is easy to be over-enthusiastic about the benefits without fully appreciating the risks and their consequences. To avoid the downsides and maximize the upsides, an organisation should take a considered risk management approach which embraces Corporate Social Responsibility (CSR). This is defined and placed in its contemporary business context, highlighting the importance for the development of the added-value dimensions, whether economic or societal. Practical steps are provided to link the various facets of outsourcing management in order to create an impetus towards success. The synergy between outsourcing performance and CSR is expounded, galvanising management action in the pursuit of business excellence and stakeholder satisfaction. Keywords: outsourcing management; offshoring; performance management; corporate social responsibility; CSR; business ethics; stakeholders; risk management; outsourcing performance. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbpma:v:9:y:2007:i:4:p:453-469 Access Statistics for this article More articles in International Journal of Business Performance Management from Inderscience Enterprises Ltd |
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