Discovering strategic lessons for 'surfing' the outsourcing wave and avoiding the 'wipe-outs'

The last two decades have seen an unprecedented growth in the use of outsourcing interventions in diverseorganisational contexts, as a means of 'unbundling' the vertically integrated activities of organisationsdriven by evolving strategic 'wisdoms' that focus upon value-creating activities that underpin sustainablecompetitive advantage. This paper explores the delicate balance between more conventional strategicmotives and the more complex, emergent and interconnected behavioural impacts and considerations inthe context of an outsourcing decision in a specific case study organisation. By drawing upon theidiosyncratic experiences reported by particular groups of individuals involved in, or affected by, anoutsourcing decision, we note some important lessons that may inform the pursuit of such decisions in thefuture.