Role of absorptive capabilities in outsourcing the headquarters selling task in the United States ¬リニ

a r t i c l e i n f o Manufacturers often outsource headquarters selling task to sales and marketing agencies. Headquarters selling task is one of the most outsourced sales and marketing functions and it entails all the activities that a manufacturer conducts in order to sell its product line to the headquarters of a retailer. Thus, effective management of headquarters selling task has a strategic importance for the manufacturer. This study examines the role of absorp-tive capabilities in outsourcing headquarters selling task. Using resource-advantage theory, this study proposes a theoretical model to link the resources and absorptive capabilities of the outsourcer (manufacturer) and the outsourcee (sales and marketing agency) to performance outcomes. Using data from field interviews of managers an empirical model was tested. The results showed that resources of both the outsourcer and the outsourcee are important in turning potential complementarities into higher outsourcing performance. Contrary to the common belief that outsourcing is a one-sided transaction where only the outsourcee is responsible from the performance outcomes, this study suggests that both parties involved need to combine their resource assortments in the accomplishment of the task. Outsourcing has long been considered for the functions that can be more efficiently performed outside (Stigler, 1951). Gilbert (1993, p.7) defines outsourcing as " the process by which a corporation, a governmental agency or another business entity subcontracts to a third party ". Ukidwe and Bakshi (2005) use the term outsourcee for the third party to whom the outsourcer outsources the task. Subcontractor is another term that can be used interchangeably with outsourcee. Generally, transaction-cost analysis forms the theoretical basis for the efficiency arguments (Williamson, 1975, 1985). However, recently the arguments that are based on effectiveness perspective such as resource-based view (Barney, 1991) gained eminence in the strategic outsourcing decisions (Sanders, Locke, Moore, & Autry, 2007). Resource-based theories suggest that outsourcing helps the company to focus on the tasks that it is competent, thus increasing effec-dynamic capabilities as well as resources. According to the resource-based view, resources are categorized as human, physical and organizational (Barney, 1991), whereas the resource-advantage theory categorizes resources as human, physical, financial, legal, organizational, informational and relational (Hunt, 1997). According to Barney (1991) resources act as a source of competitive advantage as long as they are valuable, rare, inimitable and not substitutable. On the other hand, the resource-advantage theory posits that both routes to processes, renewal competencies …