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Managing Interdependence: The Effects of Outsourcing Structure on the Performance of Complex Projects

机译：管理相互依赖：外包结构对复杂项目绩效的影响

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摘要

The outsourcing of complex activities has become a common organizational practice. Yet very little research has focused on the implications of how these activities are divided up among outsourcing partners. Drawing on structural contingency theory, we argue that: (1) because activities within stages of complex projects are highly interdependent, outsourcing structures where owner firms do not maintain high levels of dominance over the activities that are performed will pose control and coordination challenges, leading to poor project performance; (2) the adverse effects of poorly structured outsourcing arrangements will spill over to subsequent project stages when activities are interdependent across project stages; and (3) dividing activities among large numbers of contractors or distributing work evenly among contractors exacerbates coordination and control problems further contributing to poor project performance. Our empirical analysis of 323 capital facility construction projects supports our predictions. Overall, these results provide strong evidence that some outsourcing structures are more costly than others and that because of the nature of complex projects the detrimental effects of poorly structured outsourcing are often not completely observable at the time activities are completed. We discuss the implications of our findings for capital construction and for outsourcing more generally.
机译：复杂活动的外包已成为一种常见的组织惯例。然而，很少有研究集中在如何将这些活动划分给外包合作伙伴之间的含义上。基于结构权变理论，我们认为：（1）由于复杂项目阶段内的活动是高度相互依赖的，因此所有者企业在所执行的活动中不保持较高支配地位的外包结构将带来控制和协调方面的挑战，项目绩效差； （2）当活动在项目阶段之间相互依存时，结构不良的外包安排的不利影响会蔓延到后续的项目阶段； （3）将活动划分给大量承包商或在承包商之间平均分配工作，加剧了协调和控制问题，进一步加剧了项目绩效不佳。我们对323个基本设施建设项目的实证分析支持了我们的预测。总体而言，这些结果提供了有力的证据，表明某些外包结构比其他外包成本更高，并且由于复杂项目的性质，结构薄弱的外包的不利影响通常在活动完成时无法完全观察到。我们讨论了我们的发现对基本建设和更广泛的外包的意义。

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