Abstract
Based on a case study approach, the authors examine the question: are there some aspects of a company's core business which can and should be outsourced? This question challenges traditional models of strategy which maintain that outsourcing of core activities is risky. Four circumstances are identified for outsourcing and examined in detail. The arguments and case studies suggest a number of lessons for managers and a general conclusion reached which supports the view that the outsourcing of core skills can be very beneficial for firms, providing the right approach is taken.
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