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Books on the topic 'Make-or-buy decision'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Schneider, Dietram. Make-or-Buy-Strategien für F&E: Transaktionskostenorientierte Überlegungen. Wiesbaden: Gabler, 1991.

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2

Lyons, Bruce R. Specialised technology, economies of scale and the make-or-buy decision: Evidence from UK engineering. Norwich: University of East Anglia, School of Economic and Social Studies, 1991.

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3

Scheffen, Oliver. Optionspreistheoretische Fundierung der langfristigen Entscheidung zwischen Eigenerstellung und Fremdbezug. Berlin: Duncker & Humblot, 1995.

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4

Controlling von Make-or-Buy: Konzepte und Möglichkeiten der strategischen Unternehmensführung. Ludwigsburg: Wissenschaft & Praxis, 1993.

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5

Manfred, Weiss. Planung der Fertigungstiefe: Ein hierarchischer Ansatz. Wiesbaden: Deutscher Universitäts Verlag, 1993.

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6

Fremdbezugskalkulation in der Industrierie. Frankfurt am Main: P. Lang, 1995.

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7

Hamberger, Rudolf. Strategische Make-or-Buy-Entscheidungen im Produktionsbereich: Langfristige Bereitstellungsplanung in der holzverarbeitenden Industrie. Wien: Österreichischer Kunst- und Kulturverlag, 1994.

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8

Goehlich, Robert A. Make-or-Buy Decisions in Aerospace Organizations. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9479-0.

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9

Borrmann, Christine. Outsourcing: Bedeutung und Chancenpotential für Hamburg. Hamburg: Das Institut, 1997.

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10

Organising industrial activities across firm boundaries. London: Routledge, 1998.

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11

Strategic outsourcing: A structured approach to outsourcing decisions and initiatives. New York: AMACOM, 1999.

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12

Walker, Gordon. Supplier competition, uncertainty and make or buy decisions. Cambridge, MA: Sloan School of Management, Massachusetts Institute of Technology, 1986.

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13

Benkenstein, Martin. Die Beurteilung der Fertigungstiefe aus Konsumentensicht: Erklärungsansätze, empirische Validierung und Implikationen am Beispiel der Automobil-Industrie : Abschlussbericht zum DFG-Forschungsprojekt Be 1715/1-1. Rostock: Institut für Marketing & Innovationsmanagement, 1995.

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14

Baur, Cornelius. Make-or-Buy-Entscheidungen in einem Unternehmen der Automobilindustrie: Empirische Analyse und Gestaltung der Fertigungstiefe aus transaktionskostentheoretischer Sicht. München: V. Florentz, 1990.

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15

Weiss, Allen M. Leapfrogging behavior and the purchase of industrial innovations: Theory and evidence. Cambridge, Mass: Marketing Science Institute, 1989.

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16

Domberger, Simon. The contracting organization: A strategic guide to outsourcing. Oxford [England]: Oxford University Press, 1998.

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17

Welker, Carl Burkhard. Produktionsstiefe und vertikale Integration: Eine organisationstheoretische Analyse. Wiesbaden: Deutscher Universitäts Verlag, 1993.

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18

Goehlich, Robert A. Make-or-Buy Decisions in Aerospace Organizations: Essays on Strategic Efficiency Improvements. Wiesbaden: Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden, 2009.

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19

Grossman, Gene M. Incomplete contracts and industrial organization. Cambridge, MA: National Bureau of Economic Research, 1999.

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20

Die Verwandtschaftsbeziehungen zwischen den Südbalkanischen Romani-Dialekten: Mit einem Kartenanhang. Frankfurt am Main: P. Lang, 1999.

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21

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. Global Decision-Making (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0016.

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The global decision-making methodology is a simple and effective tool for decision-making. It bypasses the need to determine the cost of service or cost of product as well as the product’s or service’s profit. Global decision-making methodology works well for pricing decisions, make-or-buy decisions, termination of services, bid pricing, determining service mix, and investment decisions. The methodology consists of three stages and provides practical tools for decision-making such as the measurement profile and the cost-utilization diagram. The methodology takes into consideration economic benefits as well as strategic benefits and intangible ones. It is simple to use, intuitive, and clear to communicate.

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22

Domberger, Simon. The Contracting Organization: A Strategic Guide to Outsourcing. Oxford University Press, USA, 1999.

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23

Domberger, Simon. The Contracting Organization: A Strategic Guide to Outsourcing. Oxford University Press, USA, 1999.

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24

Auswirkungen der Informationstechnologie auf der vertikale Integration von Unternehmen. P. Lang, 1997.

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25

Thomas, Christopher R., and William F. Shughart, eds. The Oxford Handbook of Managerial Economics. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199782956.001.0001.

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This Handbook provides students, researchers, practitioners and policymakers with summaries of the cutting-edge approaches to the analysis of the decision-making challenges faced by the managers of for-profit and nonprofit enterprises.The problems addressed run the gamut from cost estimation, product development and promotion, optimal pricing strategies for so-called network industries and make-or-buy decisions, to organizational design, performance pay, corporate governance, strategies for multinational corporations and the social responsibilities of business.By illustrating how a wide range of disciplines can fruitfully be brought to bear in helping to analyze and to understand the incentives and constraints under which business managers operate, the Handbook fills in the gaps between theory and practice. Sometimes technical, but always reader-friendly, no one with an interest in the modern world of business orpublic policies toward it can afford to ignore the analyses and important lessons presented by the contributors to this first handbook on topics in managerial economics.

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26

Arjaliès, Diane-Laure, Philip Grant, Iain Hardie, Donald MacKenzie, and Ekaterina Svetlova. Chains of Finance. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198802945.001.0001.

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Investment is no longer a matter of individual savers directly choosing which shares or bonds to buy. Rather, most of their money flows through a ‘chain’: an often extended sequence of intermediaries. What goes on in that chain is of huge importance: the world’s investment managers, who are now almost as well paid as top bankers, control assets equivalent in value to around a year of total global economic output. In Chains of Finance, five social scientists (four of whom have worked in investment management) discuss the ways in which the intermediaries in the chain influence each other, channel the flows of savers’ money, enhance investment decisions, and form audiences for each other’s performances of financially competent selves. The central argument of the book is that investment management is fashioned profoundly by the opportunities and constraints this chain creates. Whether chains constrain or enable, however, they always entangle, tying intermediaries to each other—silently and profoundly shaping the investment management industry. Chains of Finance is a novel analysis that will make students, social scientists, financial professionals and regulators look at the workings of financial markets in a new light. A must-read for anyone looking for insights into the decision-making processes of investment managers and those influenced by and working for them.

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27

Sako, Mari. Outsourcing and Offshoring of Professional Services. Edited by Laura Empson, Daniel Muzio, Joseph Broschak, and Bob Hinings. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199682393.013.15.

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This chapter analyzes the causes and consequences of outsourcing and offshoring by professional service firms (PSFs). Outsourcing and offshoring result from the same strategic drivers triggering firms to reconfigure their activities organizationally (make-or-buy) and geographically (onshore or offshore). The chapter reviews various economic and management theories that are relevant to outsourcing and offshoring, and makes links to professional services. It then discusses trends towards disaggregation and standardization of professional work, along with digital technology, as prerequisites for outsourcing and offshoring. The chapter homes in on PSFs, and argues that the mode of decisions over outsourcing and offshoring is affected by PSFs’ governance structure. It identifies reasons why professional partnerships make reluctant outsourcers and offshorers compared to managed professional business, and discusses the consequences of outsourcing and offshoring by PSFs, focusing on the ecology of professions, with non-professionals competing with professionals, and the disruptive nature of new entrants in business services.

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