The Contracting Organization

Abstract

Abstract Among the questions tackled by Simon Domberger in this book are the following: When should organizations contract out services traditionally produced in‐house? Is outsourcing another ephemeral management fad, or is it an efficient and effective means of delivering services and of adding value? What are the characteristics of strategically sound contracting decisions? And how can organizations prosper from the outsourcing revolution? The book is based on over a decade of research and consulting experience, and its conclusions have many practical implications. It develops an analytical decision‐making framework for the assessment of contracting options, and has relevance in both the private and public sectors. It contains many illustrations and over 30 international case studies; over 50 companies and public sector organizations are discussed, including Microsoft, BP, Marks & Spencer and Samsung. The book is divided into four parts. Part I begins by considering the ‘make or buy’ decision, and this is followed by a discussion of the shifting boundaries of organizations, which revisits some of the critical issues underlying the theory of the firm. Part II examines in detail the benefits and costs of contracting. Part III examines the strategic aspects of contracting, involving the implementation of actual policies. Part IV looks at structural change associated with contracting, at the level of both individual sectors and the whole economy. Each chapter has a guide to further reading at its end.

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