The strategic management of contracting in the private sector

M Carroll, S Vincent, J Hassard, Fang Lee Cooke

Research output: Chapter in Book/Report/Conference proceedingChapter (Book)Researchpeer-review

Abstract

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.

Original languageEnglish
Title of host publicationFragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies
PublisherOxford University Press
Pages89-109
ISBN (Electronic)9780191698859
ISBN (Print)9780199262236
DOIs
Publication statusPublished - 2005

Keywords

  • Contracting
  • Contractual relationships
  • Outsourcing
  • Private sector firms

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