Value creation and value claiming in strategic outsourcing decisions: A resource contingency perspective
This study integrates the concepts of value creation and value claiming into a theoretical framework that emphasizes the dependence of resource value maximization on value-claiming motivations in outsourcing decisions. To test this theoretical framework, it develops refutable implications to explain the firm's outsourcing decision, and it uses data from 178 firms in the publishing and printing industry on outsourcing of application services. The results show that in outsourcing decisions, resource value and transaction costs are simultaneously considered and that outsourcing decisions are dependent on alignment between resource and transaction attributes. The findings support a resource contingency view that highlights value-claiming mechanisms as resource contingency in interorganizational strategic decisions.
|Keywords||Resource contingency view, Resource value creation, Strategic outsourcing decisions, Value claiming|
|Persistent URL||dx.doi.org/10.1177/0149206308328502, hdl.handle.net/1765/16227|
Verwaal, E., Commandeur, H.R., & Verbeke, W.J.M.I.. (2009). Value creation and value claiming in strategic outsourcing decisions: A resource contingency perspective. Journal of Management, 35(2), 420–444. doi:10.1177/0149206308328502