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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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The Strategic Management of Contracting in the Private Sector

The Strategic Management of Contracting in the Private Sector

Chapter:
(p.89) 4 The Strategic Management of Contracting in the Private Sector
Source:
Fragmenting Work
Author(s):

Marilyn Carroll

Steven Vincent

John Hassard

Fang Lee Cooke

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199262236.003.0004

This chapter focuses on structures and outcomes in contractual relationships between private sector firms in Britain. The chapter is divided into five sections. Section 4.2 briefly reviews the existing literature on contractual relations. Section 4.3 introduces the three private-private contracting case studies. Section 4.4 highlights those institutional factors which strongly influence the contracting and outsourcing strategies of the case study firms. Section 4.5 examines more closely the reasons behind the firms' decisions to outsource or retain activities in-house, whether these have resulted in performance gains or costs, and the nature of risk, trust, and power relationships between the firms involved in the contractual arrangements. Finally, Section 4.6 summarizes and contrasts the findings from our three case studies.

Keywords:   contractual relationships, private sector firms, contracting, outsourcing

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