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Outsourcing versus joint venture from vendor's perspective

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  • Moon, Yongma
  • Yao, Tao
  • Jiang, Bin

Abstract

Even though many studies have discussed outsourcing contracts from the client's perspective, little research has been done from the vendor's perspective. In this paper, we consider a vendor's outsourcing contract decision-making process, during which the market price and the vendor's operation cost are uncertain. This paper develops real option models to investigate whether a vendor firm should sign an outsourcing contract from its client or establish a joint venture with this client. Our results show that, while the feasibility of an outsourcing contract to the vendor increases with a higher contract price offered by the client, the feasibility of a joint venture depends on market conditions. We also find that there are loss-by-acceptance regions, in which either an outsourcing or a joint venture contract is currently feasible to start, but a vendor may sustain a loss by accepting such a contract.

Suggested Citation

  • Moon, Yongma & Yao, Tao & Jiang, Bin, 2011. "Outsourcing versus joint venture from vendor's perspective," International Journal of Production Economics, Elsevier, vol. 129(1), pages 23-31, January.
    • Handle: RePEc:eee:proeco:v:129:y:2011:i:1:p:23-31
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    References listed on IDEAS

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    Cited by:

    1. Trigeorgis, Lenos & Tsekrekos, Andrianos E., 2018. "Real Options in Operations Research: A Review," European Journal of Operational Research, Elsevier, vol. 270(1), pages 1-24.
    2. Gao, Yongling & Driouchi, Tarik, 2018. "Accounting for ambiguity and trust in partial outsourcing: A behavioral real options perspective," Journal of Business Research, Elsevier, vol. 92(C), pages 93-104.

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