Comparison of cases to McIvor’s (2000) outsourcing framework phases
| General observations from empirical data | This process step as such was not observed in most cases. More typical was a trigger that starts the decision-making process for an individual service (e.g. poor service quality, high costs and capacity issues) | This processes step as such was not observed in the cases. However, it was a part of benchmarking and the market analysis for private case organizations and for the public organizations, which proceeded with partial outsourcing | For this process step, all case organizations attempted to identify the costs of external service production, but public sector cases were often not able to identify internal costs of the service in detail | This process step was observed in some format in all case organizations but the content and scope varied greatly. Private organizations highlight importance of benchmarking but only two public organizations conducted it |
| Process phase (McIvor, 2000) | Step 1: identifying core processes | Step 2: evaluating relevant value chain activities | Step 3: cost analysis of internal process and outsourcing | Step 4: analysis of potential suppliers |
| Private sector cases | Step observed in: companies A and C | Step observed in: all cases | Step observed in: all cases | Step observed in: all cases |
| Step not observed in: companies B and D | Step not observed in: – | Step not observed in: – | Step not observed in: – | |
| Public sector cases | Step observed in: – | Step observed in: city A and agency C | Step observed in: municipality B and agency C | Step observed in: all cases |
| Step not observed in: all cases | Step not observed in: municipality B and agency D | Step not observed in: agency A and city A | Step not observed in: – |
| General observations from empirical data | This process step as such was not observed in most cases. More typical was a trigger that starts the decision-making process for an individual service (e.g. poor service quality, high costs and capacity issues) | This processes step as such was not observed in the cases. However, it was a part of benchmarking and the market analysis for private case organizations and for the public organizations, which proceeded with partial outsourcing | For this process step, all case organizations attempted to identify the costs of external service production, but public sector cases were often not able to identify internal costs of the service in detail | This process step was observed in some format in all case organizations but the content and scope varied greatly. Private organizations highlight importance of benchmarking but only two public organizations conducted it |
| Process phase ( | Step 1: identifying core processes | Step 2: evaluating relevant value chain activities | Step 3: cost analysis of internal process and outsourcing | Step 4: analysis of potential suppliers |
| Private sector cases | Step observed in: companies A and C | Step observed in: all cases | Step observed in: all cases | Step observed in: all cases |
| Step not observed in: companies B and D | Step not observed in: – | Step not observed in: – | Step not observed in: – | |
| Public sector cases | Step observed in: – | Step observed in: city A and agency C | Step observed in: municipality B and agency C | Step observed in: all cases |
| Step not observed in: all cases | Step not observed in: municipality B and agency D | Step not observed in: agency A and city A | Step not observed in: – |
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