Title: The ethical landscape of outsourcing performance
Authors: Lorice Stainer, Susan Grey
Addresses: University of Hertfordshire Business School, De Havilland Campus, Hatfield, Hertfordshire AL10 9AB, UK. ' University of Hertfordshire Business School, De Havilland Campus, Hatfield, Hertfordshire AL10 9AB, UK
Abstract: Outsourcing of business operations is high on the agenda of management because getting quality products and services faster to the market has become critical for companies. Amongst the many drivers are cost reduction, core business focus, flexibility and risk transfer. However, it is easy to be over-enthusiastic about the benefits without fully appreciating the risks and their consequences. To avoid the downsides and maximize the upsides, an organisation should take a considered risk management approach which embraces Corporate Social Responsibility (CSR). This is defined and placed in its contemporary business context, highlighting the importance for the development of the added-value dimensions, whether economic or societal. Practical steps are provided to link the various facets of outsourcing management in order to create an impetus towards success. The synergy between outsourcing performance and CSR is expounded, galvanising management action in the pursuit of business excellence and stakeholder satisfaction.
Keywords: outsourcing management; offshoring; performance management; corporate social responsibility; CSR; business ethics; stakeholders; risk management; outsourcing performance.
International Journal of Business Performance Management, 2007 Vol.9 No.4, pp.453 - 469
Published online: 23 Apr 2007 *Full-text access for editors Access for subscribers Purchase this article Comment on this article