Journal of Supply Chain Management

Article Index - Results


A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in the Journal of Supply Chain Management (formerly International Journal of Purchasing and Materials Management, Journal of Purchasing & Materials Management and Journal of Purchasing). Articles are organized by subject for easy locating and study.

Journal Article Index
Term selected: Make or Buy

  • A Probabilistic Make-Buy Model, Vol. 8, No. 1 (Winter 1972), p. 63.

    This article is not available online.
  • "An Empirical Investigation of Outsourcing Decisions" Members Only Content, Vol. 35, No. 1 (Winter 1999), p. 33.

    Eighty-five make or buy decisions, each made in a different enterprise, were classified into three categories (items/services made, items/services bought, new items/services) according to the method of acquisition before the resolution of the make or buy issue. Information was collected on a number of variables and analyzed by statistical methods. Items/services made (subjected to make or buy investigations) are characterized by low product complexity and low commercial uncertainty. On the contrary, items/services bought and new items/services (subjected to make or buy investigations) are characterized by high product complexity and high commercial uncertainty. The involvement of functions and hierarchical levels in make or buy investigations for new items/services was found to be relatively low. This fact increases the risk of making erroneous decisions that have a serious impact on the competitive position and profitability of enterprises.
  • "Firm and Individual Choice Drivers in Make-or-Buy Decisions: A Diminishing Role for Transaction Cost Economics?" Members Only Content, Vol. 40, No. 1 (Winter 2004), p. 4.

    Transaction cost economics (TCE) is an empirically supported, theoretical paradigm that has been used to understand and predict the outcomes of make-or-buy decisions. At the same time, TCE research has been criticized for focusing solely on firm-level economic determinants of decision outcomes without considering other factors that may impact decision making in organizations. The purpose of this research is to examine the effects of variables associated with TCE and compensation systems on the outcomes of make-or-buy decisions to compare the predictive ability of these variables in the current business environment. Findings indicate that functional group reward systems are associated with the outcomes of make-or-buy decisions. Surprisingly, no support is found for the association between the TCE variables and decision outcomes.
  • "Make-or-Buy Alternatives in Plant Disposition Strategies" Members Only Content, Vol. 35, No. 1 (Winter 1999), p. 20. Vol. 35, No. 2 (Spring 1999), p. 20. Vol. 35, No. 3 (Summer 1999), p. 20. Vol. 35, No. 4 (Fall 1999), p. 20. Vol. 36, No. 1 (Winter 2000), p. 20. Vol. 36, No. 2 (Spring 2000), p. 20. Vol. 36, No. 3 (Summer 2000), p. 20. Vol. 36, No. 4 (Fall 2000), p. 20. Vol. 37, No. 1 (Winter 2001), p. 20. Vol. 37, No. 2 (Spring 2001), p. 20. Vol. 37, No. 3 (Summer 2001), p. 20. Vol. 37, No. 4 (Fall 2001), p. 20. Vol. 38, No. 1 (Winter 2002), p. 20. Vol. 38, No. 2 (Spring 2002), p. 20. Vol. 38, No. 3 (Summer 2002), p. 20. Vol. 38, No. 4 (Fall 2002), p. 20. Vol. 39, No. 1 (Winter 2003), p. 20. Vol. 39, No. 2 (Spring 2003), p. 20. Vol. 39, No. 3 (Summer 2003), p. 20. Vol. 39, No. 4 (Fall 2003), p. 20. Vol. 40, No. 1 (Winter 2004), p. 20. Vol. 40, No. 2 (Spring 2004), p. 20. Vol. 40, No. 3 (Summer 2004), p. 20. Vol. 40, No. 4 (Fall 2004), p. 20. Vol. 41, No. 1 (Winter 2005), p. 20. Vol. 41, No. 2 (Spring 2005), p. 20. Vol. 41, No. 3 (Summer 2005), p. 20. Vol. 41, No. 4 (Fall 2005), p. 20. Vol. 28, No. 1 (Winter 1992), p. 20. Vol. 28, No. 2 (Spring 1992), p. 20. Vol. 28, No. 3 (Summer 1992), p. 20. Vol. 28, No. 4 (Fall 1992), p. 20. Vol. 1, No. 1 (Spring 1965), p. 20. Vol. 1, No. 2 (Summer 1965), p. 20. Vol. 1, No. 3 (Fall 1965), p. 20. Vol. 2, No. 1 (Winter 1966), p. 20. Vol. 2, No. 2 (Spring 1966), p. 20. Vol. 2, No. 3 (Summer 1966), p. 20. Vol. 2, No. 4 (Fall 1966), p. 20. Vol. 3, No. 1 (Winter 1967), p. 20. Vol. 3, No. 2 (Spring 1967), p. 20. Vol. 3, No. 3 (Summer 1967), p. 20. Vol. 3, No. 4 (Fall 1967), p. 20. Vol. 4, No. 1 (Winter 1968), p. 20. Vol. 4, No. 2 (Spring 1968), p. 20. Vol. 4, No. 3 (Summer 1968), p. 20. Vol. 4, No. 4 (Fall 1968), p. 20. Vol. 5, No. 1 (Winter 1969), p. 20. Vol. 5, No. 2 (Spring 1969), p. 20. Vol. 5, No. 3 (Summer 1969), p. 20. Vol. 5, No. 4 (Fall 1969), p. 20. Vol. 6, No. 1 (Winter 1970), p. 20. Vol. 6, No. 2 (Spring 1970), p. 20. Vol. 6, No. 3 (Summer 1970), p. 20. Vol. 6, No. 4 (Fall 1970), p. 20. Vol. 7, No. 1 (Winter 1971), p. 20. Vol. 7, No. 2 (Spring 1971), p. 20. Vol. 7, No. 3 (Summer 1971), p. 20. Vol. 7, No. 4 (Fall 1971), p. 20. Vol. 8, No. 1 (Winter 1972), p. 20. Vol. 8, No. 2 (Spring 1972), p. 20. Vol. 8, No. 3 (Summer 1972), p. 20. Vol. 8, No. 4 (Fall 1972), p. 20. Vol. 9, No. 1 (Winter 1973), p. 20. Vol. 9, No. 2 (Spring 1973), p. 20. Vol. 9, No. 3 (Summer 1973), p. 20. Vol. 9, No. 4 (Fall 1973), p. 20. Vol. 10, No. 1 (Winter 1974), p. 20. Vol. 10, No. 2 (Spring 1974), p. 20. Vol. 10, No. 3 (Summer 1974), p. 20. Vol. 10, No. 4 (Fall 1974), p. 20. Vol. 11, No. 4 (Winter 1975), p. 20. Vol. 11, No. 1 (Spring 1975), p. 20. Vol. 11, No. 2 (Summer 1975), p. 20. Vol. 11, No. 3 (Fall 1975), p. 20. Vol. 12, No. 4 (Winter 1976), p. 20. Vol. 12, No. 1 (Spring 1976), p. 20. Vol. 12, No. 2 (Summer 1976), p. 20. Vol. 12, No. 3 (Fall 1976), p. 20. Vol. 13, No. 4 (Winter 1977), p. 20. Vol. 13, No. 1 (Spring 1977), p. 20. Vol. 13, No. 2 (Summer 1977), p. 20. Vol. 13, No. 3 (Fall 1977), p. 20. Vol. 14, No. 1 (Spring 1978), p. 20. Vol. 14, No. 2 (Summer 1978), p. 20. Vol. 14, No. 3 (Fall 1978), p. 20. Vol. 14, No. 4 (Winter 1978), p. 20. Vol. 15, No. 1 (Spring 1979), p. 20. Vol. 15, No. 2 (Summer 1979), p. 20. Vol. 15, No. 3 (Fall 1979), p. 20. Vol. 15, No. 4 (Winter 1979), p. 20. Vol. 16, No. 4 (Winter 1980), p. 20. Vol. 16, No. 1 (Spring 1980), p. 20. Vol. 16, No. 2 (Summer 1980), p. 20. Vol. 16, No. 3 (Fall 1980), p. 20. Vol. 17, No. 4 (Winter 1981), p. 20. Vol. 17, No. 1 (Spring 1981), p. 20. Vol. 17, No. 2 (Summer 1981), p. 20. Vol. 17, No. 3 (Fall 1981), p. 20. Vol. 18, No. 4 (Winter 1982), p. 20. Vol. 18, No. 1 (Spring 1982), p. 20. Vol. 18, No. 2 (Summer 1982), p. 20. Vol. 18, No. 3 (Fall 1982), p. 20. Vol. 19, No. 4 (Winter 1983), p. 20. Vol. 19, No. 1 (Spring 1983), p. 20. Vol. 19, No. 2 (Summer 1983), p. 20. Vol. 19, No. 3 (Fall 1983), p. 20. Vol. 20, No. 4 (Winter 1984), p. 20. Vol. 20, No. 1 (Spring 1984), p. 20. Vol. 20, No. 2 (Summer 1984), p. 20. Vol. 20, No. 3 (Fall 1984), p. 20. Vol. 21, No. 4 (Winter 1985), p. 20. Vol. 21, No. 1 (Spring 1985), p. 20. Vol. 21, No. 2 (Summer 1985), p. 20. Vol. 21, No. 3 (Fall 1985), p. 20. Vol. 22, No. 4 (Winter 1986), p. 20. Vol. 22, No. 1 (Spring 1986), p. 20. Vol. 22, No. 2 (Summer 1986), p. 20. Vol. 22, No. 3 (Fall 1986), p. 20. Vol. 23, No. 4 (Winter 1987), p. 20. Vol. 23, No. 1 (Spring 1987), p. 20. Vol. 23, No. 2 (Summer 1987), p. 20. Vol. 23, No. 3 (Fall 1987), p. 20. Vol. 24, No. 4 (Winter 1988), p. 20. Vol. 24, No. 1 (Spring 1988), p. 20. Vol. 24, No. 2 (Summer 1988), p. 20. Vol. 24, No. 3 (Fall 1988), p. 20. Vol. 25, No. 4 (Winter 1989), p. 20. Vol. 25, No. 1 (Spring 1989), p. 20. Vol. 25, No. 2 (Summer 1989), p. 20. Vol. 25, No. 3 (Fall 1989), p. 20. Vol. 26, No. 1 (Winter 1990), p. 20. Vol. 26, No. 2 (Spring 1990), p. 20. Vol. 26, No. 3 (Summer 1990), p. 20. Vol. 26, No. 4 (Fall 1990), p. 20. Vol. 27, No. 1 (Winter 1991), p. 20. Vol. 27, No. 2 (Spring 1991), p. 20. Vol. 27, No. 3 (Summer 1991), p. 20. Vol. 27, No. 4 (Fall 1991), p. 20. Vol. 42, No. 1 (Winter 2006), p. 20. Vol. 42, No. 2 (Spring 2006), p. 20. Vol. 42, No. 3 (Summer 2006), p. 20. Vol. 42, No. 4 (Fall 2006), p. 20. Vol. 43, No. 1 (Winter 2007), p. 20. Vol. 43, No. 2 (Spring 2007), p. 20. Vol. 43, No. 3 (Summer 2007), p. 20. Vol. 43, No. 4 (Fall 2007), p. 20. Vol. 44, No. 1 (Winter 2008), p. 20. Vol. 44, No. 2 (Spring 2008), p. 20. Vol. 44, No. 3 (Summer 2008), p. 20. Vol. 44, No. 4 (Fall 2008), p. 20. Vol. 45, No. 1 (Winter 2009), p. 20. Vol. 45, No. 2 (Spring 2009), p. 20. Vol. 45, No. 3 (Summer 2009), p. 20. Vol. 45, No. 4 (Fall 2009), p. 20. Vol. 46, No. 1 (Winter 2010), p. 20. Vol. 46, No. 2 (Spring 2010), p. 20. Vol. 46, No. 3 (Summer 2010), p. 20. Vol. 46, No. 4 (Fall 2010), p. 20. Vol. 47, No. 1 (Winter 2011), p. 20. Vol. 47, No. 2 (Spring 2011), p. 20. Vol. 47, No. 3 (Summer 2011), p. 20. Vol. 47, No. 4 (Fall 2011), p. 20. Vol. 48, No. 1 (Winter 2012), p. 20. Vol. 48, No. 2 (Spring 2012), p. 20. Vol. 48, No. 3 (Summer 2012), p. 20. Vol. 48, No. 4 (Fall 2012), p. 20. Vol. 49, No. 1 (Winter 2013), p. 20. Vol. 49, No. 2 (Spring 2013), p. 20. Vol. 49, No. 3 (Summer 2013), p. 20. Vol. 49, No. 4 (Fall 2013), p. 20. Vol. 50, No. 1 (Winter 2014), p. 20. Vol. 50, No. 2 (Spring 2014), p. 20.

    Government regulations, competitive pressures, and public opinion have forced firms to reexamine their residual disposal activities. Properly implemented, disposal programs offer the advantages of lower costs and opportunities for strategic partnerships with raw material suppliers. Responsibility for this activity is usually given to the procurement function, forcing supply managers to develop knowledge of environmental legislation, scrap markets, and disposal outlets. This article presents research about plant disposal practices, focusing on a single residual-ferrous scrap. This study explored factors that influenced scrap disposal strategies and found that volume played a dominant role. The volume-based strategies identified differed with respect to how plants structured relationships with intermediaries, resulting in a range of generator-processor dependency levels. In addition to volume, a range of both internal and external factors were found to influence plant disposal requirements. Ultimately, the development of appropriate disposition strategies required an understanding of total disposal costs. A conceptual framework is developed, highlighting the complexities associated with implementing effective and efficient disposal programs.
  • "Outsourcing in the Chemical and Automotive Industries: Choice or Competitive Imperative?" Members Only Content, Vol. 35, No. 4 (Fall 1999), p. 4.

    The outsourcing of manufacturing is a strategic option which in some cases represents a choice and in others a competitive imperative. In this article, the authors explore the approaches of sample firms in the chemical and automotive industries to the outsourcing of manufacturing. Based on clinical research done with companies participating in IMD’s Manufacturing 2000 project, the authors conclude that the outsourcing of manufacturing is not a panacea, but rather a strategic choice, which is business dependent. In the cases where it is pursued, the need for firms to focus on the managerial challenges of selecting appropriate partners for the long term and building and nurturing a mutually rewarding relationship is stressed. Setting and realizing an aggressive improvement agenda is required by each partner to make the necessary transformations to sustain the relationship in the long term.
  • "Outsourcing Supply Management" Members Only Content, Vol. 35, No. 2 (Spring 1999), p. 4.

    There is increasing interest in outsourcing part or all of the supply function, but little empirical knowledge of the drivers of this phenomenon. Based on a survey of 126 chief purchasing officers, internal purchasing outperforms third parties when strategic buys are involved. For nonstrategic purchases, performance is about equal for internal and third party purchasers, except where tight systems connections or strategic input are critical. Accompanying case studies support these conclusions and illustrate the approaches used by leading firms to position internal purchasing for maximum efficiency and effectiveness.
  • Purchasing Procedures for Make or Buy Decisions, Vol. 2, No. 4 (Fall 1966), p. 63.

    This article is not available online.
  • Quantitative Analysis and the Make-or-Buy Decision, Vol. 6, No. 1 (Winter 1970), p. 5.

    This article is not available online.
  • The Gray Zone in Make or Buy, Vol. 20, No. 3 (Fall 1984), p. 10.

    This article is not available online.
  • The Multiple Product Make-or-Buy Decision, Vol. 17, No. 4 (Winter 1981), p. 17.

    This article is not available online.
  • The Purchasing/Manufacturing Interface in the Make-or-Buy Decision, Vol. 19, No. 1 (Spring 1983), p. 11.

    This article is not available online.
  • "The Theory of Constraints and the Make-or-Buy Decision: An Update and Review" Members Only Content, Vol. 41, No. 1 (Winter 2005), p. 40.

    The make-or-buy decision has traditionally been made using standard cost accounting methods. In this Journal, Gardiner and Blackstone (1991) made a strong case for incorporating the bottleneck capacity into the decision. However, their method did not guarantee the best solution for the more complicated make-or-buy problem. Additionally, their approach in some cases allowed organizations to forego opportunities for profit improvement. Since the publication of the Gardiner and Blackstone research, spreadsheets with in-built Linear Programming (LP) based optimizers allow for quick "what-if" analyses that encourage efforts toward optimal solutions for complicated problems. This article is a review and update of the Gardiner and Blackstone methodology based on spreadsheet LP that provides enhanced solutions in complex environments with multiple products and bottleneck situations. Specific managerial implications are offered.
  • "Trends in Information Systems Outsourcing" Members Only Content, Vol. 35, No. 1 (Winter 1999), p. 46. Vol. 35, No. 2 (Spring 1999), p. 46. Vol. 35, No. 3 (Summer 1999), p. 46. Vol. 35, No. 4 (Fall 1999), p. 46. Vol. 36, No. 1 (Winter 2000), p. 46. Vol. 36, No. 2 (Spring 2000), p. 46. Vol. 36, No. 3 (Summer 2000), p. 46. Vol. 36, No. 4 (Fall 2000), p. 46. Vol. 37, No. 1 (Winter 2001), p. 46. Vol. 37, No. 2 (Spring 2001), p. 46. Vol. 37, No. 3 (Summer 2001), p. 46. Vol. 37, No. 4 (Fall 2001), p. 46. Vol. 38, No. 1 (Winter 2002), p. 46. Vol. 38, No. 2 (Spring 2002), p. 46. Vol. 38, No. 3 (Summer 2002), p. 46. Vol. 38, No. 4 (Fall 2002), p. 46. Vol. 39, No. 1 (Winter 2003), p. 46. Vol. 39, No. 2 (Spring 2003), p. 46. Vol. 39, No. 3 (Summer 2003), p. 46. Vol. 39, No. 4 (Fall 2003), p. 46. Vol. 40, No. 1 (Winter 2004), p. 46. Vol. 40, No. 2 (Spring 2004), p. 46. Vol. 40, No. 3 (Summer 2004), p. 46. Vol. 40, No. 4 (Fall 2004), p. 46. Vol. 41, No. 1 (Winter 2005), p. 46. Vol. 41, No. 2 (Spring 2005), p. 46. Vol. 41, No. 3 (Summer 2005), p. 46. Vol. 41, No. 4 (Fall 2005), p. 46. Vol. 28, No. 1 (Winter 1992), p. 46. Vol. 28, No. 2 (Spring 1992), p. 46. Vol. 28, No. 3 (Summer 1992), p. 46. Vol. 28, No. 4 (Fall 1992), p. 46. Vol. 1, No. 1 (Spring 1965), p. 46. Vol. 1, No. 2 (Summer 1965), p. 46. Vol. 1, No. 3 (Fall 1965), p. 46. Vol. 2, No. 1 (Winter 1966), p. 46. Vol. 2, No. 2 (Spring 1966), p. 46. Vol. 2, No. 3 (Summer 1966), p. 46. Vol. 2, No. 4 (Fall 1966), p. 46. Vol. 3, No. 1 (Winter 1967), p. 46. Vol. 3, No. 2 (Spring 1967), p. 46. Vol. 3, No. 3 (Summer 1967), p. 46. Vol. 3, No. 4 (Fall 1967), p. 46. Vol. 4, No. 1 (Winter 1968), p. 46. Vol. 4, No. 2 (Spring 1968), p. 46. Vol. 4, No. 3 (Summer 1968), p. 46. Vol. 4, No. 4 (Fall 1968), p. 46. Vol. 5, No. 1 (Winter 1969), p. 46. Vol. 5, No. 2 (Spring 1969), p. 46. Vol. 5, No. 3 (Summer 1969), p. 46. Vol. 5, No. 4 (Fall 1969), p. 46. Vol. 6, No. 1 (Winter 1970), p. 46. Vol. 6, No. 2 (Spring 1970), p. 46. Vol. 6, No. 3 (Summer 1970), p. 46. Vol. 6, No. 4 (Fall 1970), p. 46. Vol. 7, No. 1 (Winter 1971), p. 46. Vol. 7, No. 2 (Spring 1971), p. 46. Vol. 7, No. 3 (Summer 1971), p. 46. Vol. 7, No. 4 (Fall 1971), p. 46. Vol. 8, No. 1 (Winter 1972), p. 46. Vol. 8, No. 2 (Spring 1972), p. 46. Vol. 8, No. 3 (Summer 1972), p. 46. Vol. 8, No. 4 (Fall 1972), p. 46. Vol. 9, No. 1 (Winter 1973), p. 46. Vol. 9, No. 2 (Spring 1973), p. 46. Vol. 9, No. 3 (Summer 1973), p. 46. Vol. 9, No. 4 (Fall 1973), p. 46. Vol. 10, No. 1 (Winter 1974), p. 46. Vol. 10, No. 2 (Spring 1974), p. 46. Vol. 10, No. 3 (Summer 1974), p. 46. Vol. 10, No. 4 (Fall 1974), p. 46. Vol. 11, No. 4 (Winter 1975), p. 46. Vol. 11, No. 1 (Spring 1975), p. 46. Vol. 11, No. 2 (Summer 1975), p. 46. Vol. 11, No. 3 (Fall 1975), p. 46. Vol. 12, No. 4 (Winter 1976), p. 46. Vol. 12, No. 1 (Spring 1976), p. 46. Vol. 12, No. 2 (Summer 1976), p. 46. Vol. 12, No. 3 (Fall 1976), p. 46. Vol. 13, No. 4 (Winter 1977), p. 46. Vol. 13, No. 1 (Spring 1977), p. 46. Vol. 13, No. 2 (Summer 1977), p. 46. Vol. 13, No. 3 (Fall 1977), p. 46. Vol. 14, No. 1 (Spring 1978), p. 46. Vol. 14, No. 2 (Summer 1978), p. 46. Vol. 14, No. 3 (Fall 1978), p. 46. Vol. 14, No. 4 (Winter 1978), p. 46. Vol. 15, No. 1 (Spring 1979), p. 46. Vol. 15, No. 2 (Summer 1979), p. 46. Vol. 15, No. 3 (Fall 1979), p. 46. Vol. 15, No. 4 (Winter 1979), p. 46. Vol. 16, No. 4 (Winter 1980), p. 46. Vol. 16, No. 1 (Spring 1980), p. 46. Vol. 16, No. 2 (Summer 1980), p. 46. Vol. 16, No. 3 (Fall 1980), p. 46. Vol. 17, No. 4 (Winter 1981), p. 46. Vol. 17, No. 1 (Spring 1981), p. 46. Vol. 17, No. 2 (Summer 1981), p. 46. Vol. 17, No. 3 (Fall 1981), p. 46. Vol. 18, No. 4 (Winter 1982), p. 46. Vol. 18, No. 1 (Spring 1982), p. 46. Vol. 18, No. 2 (Summer 1982), p. 46. Vol. 18, No. 3 (Fall 1982), p. 46. Vol. 19, No. 4 (Winter 1983), p. 46. Vol. 19, No. 1 (Spring 1983), p. 46. Vol. 19, No. 2 (Summer 1983), p. 46. Vol. 19, No. 3 (Fall 1983), p. 46. Vol. 20, No. 4 (Winter 1984), p. 46. Vol. 20, No. 1 (Spring 1984), p. 46. Vol. 20, No. 2 (Summer 1984), p. 46. Vol. 20, No. 3 (Fall 1984), p. 46. Vol. 21, No. 4 (Winter 1985), p. 46. Vol. 21, No. 1 (Spring 1985), p. 46. Vol. 21, No. 2 (Summer 1985), p. 46. Vol. 21, No. 3 (Fall 1985), p. 46. Vol. 22, No. 4 (Winter 1986), p. 46. Vol. 22, No. 1 (Spring 1986), p. 46. Vol. 22, No. 2 (Summer 1986), p. 46. Vol. 22, No. 3 (Fall 1986), p. 46. Vol. 23, No. 4 (Winter 1987), p. 46. Vol. 23, No. 1 (Spring 1987), p. 46. Vol. 23, No. 2 (Summer 1987), p. 46. Vol. 23, No. 3 (Fall 1987), p. 46. Vol. 24, No. 4 (Winter 1988), p. 46. Vol. 24, No. 1 (Spring 1988), p. 46. Vol. 24, No. 2 (Summer 1988), p. 46. Vol. 24, No. 3 (Fall 1988), p. 46. Vol. 25, No. 4 (Winter 1989), p. 46. Vol. 25, No. 1 (Spring 1989), p. 46. Vol. 25, No. 2 (Summer 1989), p. 46. Vol. 25, No. 3 (Fall 1989), p. 46. Vol. 26, No. 1 (Winter 1990), p. 46. Vol. 26, No. 2 (Spring 1990), p. 46. Vol. 26, No. 3 (Summer 1990), p. 46. Vol. 26, No. 4 (Fall 1990), p. 46. Vol. 27, No. 1 (Winter 1991), p. 46. Vol. 27, No. 2 (Spring 1991), p. 46. Vol. 27, No. 3 (Summer 1991), p. 46. Vol. 27, No. 4 (Fall 1991), p. 46. Vol. 42, No. 1 (Winter 2006), p. 46. Vol. 42, No. 2 (Spring 2006), p. 46. Vol. 42, No. 3 (Summer 2006), p. 46. Vol. 42, No. 4 (Fall 2006), p. 46. Vol. 43, No. 1 (Winter 2007), p. 46. Vol. 43, No. 2 (Spring 2007), p. 46. Vol. 43, No. 3 (Summer 2007), p. 46. Vol. 43, No. 4 (Fall 2007), p. 46. Vol. 44, No. 1 (Winter 2008), p. 46. Vol. 44, No. 2 (Spring 2008), p. 46. Vol. 44, No. 3 (Summer 2008), p. 46. Vol. 44, No. 4 (Fall 2008), p. 46. Vol. 45, No. 1 (Winter 2009), p. 46. Vol. 45, No. 2 (Spring 2009), p. 46. Vol. 45, No. 3 (Summer 2009), p. 46. Vol. 45, No. 4 (Fall 2009), p. 46. Vol. 46, No. 1 (Winter 2010), p. 46. Vol. 46, No. 2 (Spring 2010), p. 46. Vol. 46, No. 3 (Summer 2010), p. 46. Vol. 46, No. 4 (Fall 2010), p. 46. Vol. 47, No. 1 (Winter 2011), p. 46. Vol. 47, No. 2 (Spring 2011), p. 46. Vol. 47, No. 3 (Summer 2011), p. 46. Vol. 47, No. 4 (Fall 2011), p. 46. Vol. 48, No. 1 (Winter 2012), p. 46. Vol. 48, No. 2 (Spring 2012), p. 46. Vol. 48, No. 3 (Summer 2012), p. 46. Vol. 48, No. 4 (Fall 2012), p. 46. Vol. 49, No. 1 (Winter 2013), p. 46. Vol. 49, No. 2 (Spring 2013), p. 46. Vol. 49, No. 3 (Summer 2013), p. 46. Vol. 49, No. 4 (Fall 2013), p. 46. Vol. 50, No. 1 (Winter 2014), p. 46. Vol. 50, No. 2 (Spring 2014), p. 46.

    Information is critical to an organization's performance in today's knowledge based economy—and information systems have become a primary resource. The management of information systems in organizations is currently undergoing a transformation. Outsourcing, an integral part of corporate strategy, is now being adopted as an approach to manage information systems. This has resulted in the spawning and rapid growth of the information services industry. This article reviews this new trend in the management of information systems and evaluates its implications for management.
  • Triggering Mechanisms in Make-or-Buy Decisions: An Empirical Analysis, Vol. 43, No. 1 (Winter 2007), p. 40.

    While make-or-buy decisions are important, there is a dearth of empirical research dealing with issues that originate the make-or-buy process. The current research reports findings of an exploratory study regarding make-or-buy triggers in enterprises operating in Greece. The research involved depth company interviews followed by mail questionnaires. Results indicate that cost and quality problems are the most important make-or-buy triggers. Moreover, the importance of some triggers varies considerably among companies, depending on organizational characteristics (environmental uncertainty, operations technology) and the characteristics (type, method of acquisition) of the item/service under consideration.