Outsourcing became fashionable in the 1980s, came of age in the 1990s and is now part of everyday corporate life. We are all familiar with the principles that underlie it – a focus on core competencies, cost analysis, and total quality management. But these relate to the buying organisation. And there are at least two organisations in any outsourcing decision. Despite increased literature on outsourcing, there is little recognition of the supplier’s role in developing and implementing an outsourcing arrangement. What, for a buying organisation, is a strategic decision involving benefits, risks and change, is for the supplier a strategic opportunity, with a related but different pattern of benefits, risks and organisational implications. Drawing on research from Copenhagen Business School strengthened by a balance of case studies and contributions from participating companies, Outsourcing–Insourcing offers insights on strategy and implementation for buyers and...

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