Abstract
Organizations that are veterans at outsourcing know that the success of an outsourcing deal is dependent on many factors. They know it is not just the cost, but also the quality of the service that matters. They also know it’s more than just getting what you pay for; it’s whether the relationship between the client and the provider is rewarding or dysfunctional. Furthermore, they know that outsourcing is not an end goal in itself; rather it is a way to achieve any number of strategic goals. How does one identify and track the myriad of outcomes sought from an outsourcing deal? Organizations are now recognizing the value of applying a balanced scorecard approach to outsourcing arrangements called the contract scorecard.
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© 2011 Leslie P. Willcocks, Sara Cullen & Andrew Craig
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Willcocks, L.P., Cullen, S., Craig, A. (2011). The contract scorecard: Design and measurement. In: The Outsourcing Enterprise. Technology, Work, and Globalization. Palgrave Macmillan, London. https://doi.org/10.1057/9780230290570_8
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DOI: https://doi.org/10.1057/9780230290570_8
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-31226-9
Online ISBN: 978-0-230-29057-0
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