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1、TheEmeraldResearchRegisterforthisjournalisavailableatThecurrentissueandfulltextarchiveofthisjournalisavailableatwww.emeraldinsight.com/researchregisterwww.emeraldinsight.com/0144-3577.htmOutsourcingOutsourcing:assessingtherisksandbenefitsfororganisations,sectorsandnations831ChristineHarlandandLou
2、iseKnightCentreforResearchinStrategicPurchasingandSupply(CRiSPS),SchoolofManagement,UniversityofBath,Bath,UKRichardLammingSchoolofManagement,UniversityofSouthampton,Southampton,UK,andHelenWalkerCentreforResearchinStrategicPurchasingandSupply(CRiSPS),SchoolofManagement,UniversityofBath,Bath,UKAbs
3、tractPurposeThisresearchaimstoassesstherisksandbenefitsofoutsourcingfororganisations,sectorsandnations.Theliteratureonoutsourcingcontainslittleevidenceofresearchonholisticissuesofitsimpactatsystemslevelsbeyondthefirm,notablysectorsandnations.Design/methodology/approachADelphistudywithseniorstrateg
4、istsfromprivateandpublicsectorscapturedperspectivesandspecificobservationsonbenefitsandrisksofoutsourcing.Emergentissuesonoutsourcingpolicy,strategyanddecision-makingprocessesweresynthesisedintoaframeworkforanalysingfactorsassociatedwithoutsourcing.FindingsThefindingssuggestthatamoreholisticviewofo
5、utsourcingisneeded,linkinglocal,organisationalissueswithsectorandnationallevelactionsandoutcomes.Inthisway,aggregaterisksandbenefitscanbeassessedatdifferentsystemslevels.Researchlimitations/implicationsFutureresearchmightaddressthemotivationsforoutsourcing;currentlythereislittleresearchevidenceto
6、assesswhetheroutsourcingisamechanismforfailingtosolveinternalproblems,andmovingresponsibilityandriskoutofthefirm.Additionallymostoutsourcingresearchtodatehasconcentratedonanactivityeitherbeinginorout;thereislittleresearchexploringthecircumstancesinwhichmixedmodelsmightbeappropriate.Practicalimpli
7、cationsTheframeworkprovidesanaidtoresearchandanaidememoireformanagersconsideringoutsourcing.Originality/valueThispapercontributestoknowledgeonunderstandingofoutsourcingatdifferentsystemslevels,particularlyhighlightingtheimpl
