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The Contracting OrganizationA Strategic Guide to Outsourcing$
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Simon Domberger

Print publication date: 1998

Print ISBN-13: 9780198774570

Published to Oxford Scholarship Online: November 2003

DOI: 10.1093/0198774575.001.0001

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Conclusions

Conclusions

Chapter:
(p.206) 12 Conclusions
Source:
The Contracting Organization
Author(s):

Simon Domberger

Publisher:
Oxford University Press
DOI:10.1093/0198774575.003.0012

This concluding chapter contains some lessons from experience and conclusions regarding what is already known about contracting out, and how much more still needs to be found out. Four ‘lessons’ from the contracting theory and experiences discussed in the book are worth noting: first, one of the most powerful effects of the switch from in‐house production to external supply is the change in incentives; second, there is a link that is not always clearly visible between the way that contractual arrangements are implemented and the benefits that are subsequently derived; third, contracts are relationships, and as such are governed by the factors that affect all relationships; and last, contractual relationships can be thought of as lying along a spectrum that runs from spot transactions at one end to vertical integration at the other.

Keywords:   benefits, contract implementation, contracting out, incentives, outsourcing, relationships, spot transactions, structure, vertical integration

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