International outsourcing: Recognizing and measuring the risks involved

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Findings

Home is supposedly always where the heart is. In business, however, the rapid growth of international outsourcing pours much scorn on that particular notion. With global competition becoming more intense, controlling expenditure has never been as crucial. To many organizations, the answer is to subcontract routine activities to locations where costs are significantly lower. But what seems on the surface to be sound business logic can often backfire horribly. Why? Because some of these companies are unaware of the risks involved and have thus no measures in place to quantify them. And some people claim that ignorance is bliss.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2005), "International outsourcing: Recognizing and measuring the risks involved", Human Resource Management International Digest, Vol. 13 No. 3, pp. 30-32. https://doi.org/10.1108/09670730510595021