Beyond the make-or-buy dichotomy

Outsourcing creativity in the fashion sector

S. Lin, N. Piercy, C. Campbell

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

Both a resource-based view and transaction cost economics perspective point to firms deciding to either make-or-buy an input. In practice, this tends to result in low-skill functions being outsourced while those of higher value are retained. In this article, we explore a situation counter to the prevailing literature. We study a highly creative industry - fashion - and discover the relationship between core competence and outsourcing is not as simple as previously conceptualised. Creativity, fashion's assumed competency, rather than being guarded within a firm is instead often outsourced or borrowed. More mundane tasks such as marketing and logistics are what each firm rather develops. The effects of resulting co-dependencies are mapped and analysed in order to offer managerial insight as well as contribute to discussion within the outsourcing and resource based literatures.
Original languageEnglish
Pages (from-to)294-307
Number of pages14
JournalProduction Planning and Control
Volume24
Issue number4-5
DOIs
Publication statusPublished - 1 Apr 2013

Fingerprint

Outsourcing
Logistics
Marketing
Economics
Costs
Industry
Creativity
Dichotomy
Make-or-buy

Cite this

Beyond the make-or-buy dichotomy : Outsourcing creativity in the fashion sector. / Lin, S.; Piercy, N.; Campbell, C.

In: Production Planning and Control, Vol. 24, No. 4-5, 01.04.2013, p. 294-307.

Research output: Contribution to journalArticle

Lin, S. ; Piercy, N. ; Campbell, C. / Beyond the make-or-buy dichotomy : Outsourcing creativity in the fashion sector. In: Production Planning and Control. 2013 ; Vol. 24, No. 4-5. pp. 294-307.
@article{1e414ad234d746eab12cb5ec606259e1,
title = "Beyond the make-or-buy dichotomy: Outsourcing creativity in the fashion sector",
abstract = "Both a resource-based view and transaction cost economics perspective point to firms deciding to either make-or-buy an input. In practice, this tends to result in low-skill functions being outsourced while those of higher value are retained. In this article, we explore a situation counter to the prevailing literature. We study a highly creative industry - fashion - and discover the relationship between core competence and outsourcing is not as simple as previously conceptualised. Creativity, fashion's assumed competency, rather than being guarded within a firm is instead often outsourced or borrowed. More mundane tasks such as marketing and logistics are what each firm rather develops. The effects of resulting co-dependencies are mapped and analysed in order to offer managerial insight as well as contribute to discussion within the outsourcing and resource based literatures.",
author = "S. Lin and N. Piercy and C. Campbell",
year = "2013",
month = "4",
day = "1",
doi = "10.1080/09537287.2011.648542",
language = "English",
volume = "24",
pages = "294--307",
journal = "Production Planning and Control",
issn = "0953-7287",
publisher = "Taylor and Francis",
number = "4-5",

}

TY - JOUR

T1 - Beyond the make-or-buy dichotomy

T2 - Outsourcing creativity in the fashion sector

AU - Lin, S.

AU - Piercy, N.

AU - Campbell, C.

PY - 2013/4/1

Y1 - 2013/4/1

N2 - Both a resource-based view and transaction cost economics perspective point to firms deciding to either make-or-buy an input. In practice, this tends to result in low-skill functions being outsourced while those of higher value are retained. In this article, we explore a situation counter to the prevailing literature. We study a highly creative industry - fashion - and discover the relationship between core competence and outsourcing is not as simple as previously conceptualised. Creativity, fashion's assumed competency, rather than being guarded within a firm is instead often outsourced or borrowed. More mundane tasks such as marketing and logistics are what each firm rather develops. The effects of resulting co-dependencies are mapped and analysed in order to offer managerial insight as well as contribute to discussion within the outsourcing and resource based literatures.

AB - Both a resource-based view and transaction cost economics perspective point to firms deciding to either make-or-buy an input. In practice, this tends to result in low-skill functions being outsourced while those of higher value are retained. In this article, we explore a situation counter to the prevailing literature. We study a highly creative industry - fashion - and discover the relationship between core competence and outsourcing is not as simple as previously conceptualised. Creativity, fashion's assumed competency, rather than being guarded within a firm is instead often outsourced or borrowed. More mundane tasks such as marketing and logistics are what each firm rather develops. The effects of resulting co-dependencies are mapped and analysed in order to offer managerial insight as well as contribute to discussion within the outsourcing and resource based literatures.

UR - http://www.scopus.com/inward/record.url?scp=84873312344&partnerID=8YFLogxK

UR - http://dx.doi.org/10.1080/09537287.2011.648542

U2 - 10.1080/09537287.2011.648542

DO - 10.1080/09537287.2011.648542

M3 - Article

VL - 24

SP - 294

EP - 307

JO - Production Planning and Control

JF - Production Planning and Control

SN - 0953-7287

IS - 4-5

ER -