Strategic Restructuring and Outsourcing: The Effect of Mergers and Acquisitions and LBOs on Building Firm Skills and Capabilities

David T. Lei · Michael A. Hitt

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Outsourcing and Supply Chain Management Innovation and Knowledge Management Organizational Downsizing and Restructuring

Abstract

A conceptual framework examining the relationship between corporate restructuring and outsourcing of key value-adding activities to external suppliers and partners is presented. The model proposes that the restructuring process serves as a catalyst to a series of complex changes within the firm that make outsourcing an attractive alternative to internal investments in the development of new skills and capabilities. High levels of merger and acquisition activity, as well as leveraged buy-outs (LBOs), are expected to produce a diminished resource base for organizational learning and technology development. Continued reliance on outsourcing, in turn, can potentially “lock out” the firm from participating in future technologies and new industries.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1983An Evolutionary Theory of Economic Change.1987The Economic Institutions of Capitalism 2011External Control of Organizations: Resource Dependence Perspective 2006The Core Competence of the Corporation 1986Research in Organizational Behavior.

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2009Leveraging internal and external experience: exploration, exploitation, and R&D project performance 2000Downsizing in a Learning Organization: Are There Hidden Costs?2003Employment Flexibility and Firm Performance: Examining the Interaction Effects of Employment Mode, Environmental Dynamism, and Technological Intensity 2002A Multifacet Model of Organizational Learning 1996Antecedents and Outcomes of Corporate Refocusing 2005The Effect of Layoffs on Firm Reputation

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