Managing knowledge in an outsourcing environment

Anon. (2008) Managing knowledge in an outsourcing environment. [Conference Paper]

Abstract

What an organisation does versus what it out-sources to the market is a classic boundaries of the firm question that has previously been dominated by efficiency arguments. However, a knowledge-based view suggests these boundaries are integral to the ability of a firm to deploy existing knowledge stocks efficiently, as well as develop new knowledge through learning that will drive future competitiveness. Furthermore, the nature of these boundaries, in respect of their permeability is critical in understanding the likelihood of knowledge flowing into and out of the organisation. Using these concepts, we present a case study of Main Roads Western Australia to illustrate how these principles have allowed it to start rebuilding its internal capabilities through repositioning its operational boundaries and via ensuring their boundaries are highly porous as they move more major projects into alliance contracts.

Additional Information

Item Type: Conference Paper
Collection: CRC for Construction Innovation
Additional Information:

CONFERENCE THEME : TRANSFORMATION OF INDUSTRIES & THEIR ARCHITECTURES

Keywords: CRC for Construction Innovation; Program A : Business and Industry Development; Project 2006-039-A : Managing Knowledge in an Outsourcing Environment
Date Deposited: 11 Mar 2014 03:14
Last Modified: 11 Mar 2014 03:20
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URI: http://digitalcollections.qut.edu.au/id/eprint/1700
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