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Journal articles on the topic 'Contracting out'

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Published: 4 June 2021
Last updated: 29 July 2024

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1

Chantler, David. "Contracting in, Contracting out." Criminal Justice Matters 57, no. 1 (September 2004): 22–23. http://dx.doi.org/10.1080/09627250408553643.

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2

Kettl, Donald F., and John A. Rehfuss. "Contracting out." Public Administration Review 50, no. 4 (July 1990): 473. http://dx.doi.org/10.2307/977094.

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3

Machell, Sue. "Contracting out." Primary Health Care 4, no. 4 (April 1994): 11. http://dx.doi.org/10.7748/phc.4.4.11.s11.

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4

Lawes, Ann. "Contracting Out." New Library World 95, no. 4 (July 1994): 8–12. http://dx.doi.org/10.1108/03074809410056436.

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5

Heartfield, James. "Contracting Out Authority." Critique 37, no. 4 (November 2009): 683–90. http://dx.doi.org/10.1080/03017600903205831.

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6

Bruneau, Thomas C. "Contracting Out Security." Journal of Strategic Studies 36, no. 5 (May 14, 2012): 638–65. http://dx.doi.org/10.1080/01402390.2012.663254.

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7

Szymankiewicz, Jan. "Contracting Out or Selling Out?" Logistics Information Management 7, no. 1 (February 1994): 28–35. http://dx.doi.org/10.1108/09576059410052368.

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8

Johnsen, Åge, Karl Robertsen, and Dag Yngvar Äsland. "Contracting Out Municipal Auditing." Evaluation 10, no. 3 (July 2004): 305–26. http://dx.doi.org/10.1177/1356389004048280.

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9

Jahn, Elke J., and Wolfgang Ochel. "Contracting-out employment services." Journal of European Social Policy 17, no. 2 (May 2007): 125–38. http://dx.doi.org/10.1177/0958928707075196.

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10

Dijkgraaf, E., R. H. J. M. Gradus, and B. Melenberg. "Contracting out refuse collection." Empirical Economics 28, no. 3 (July 1, 2003): 553–70. http://dx.doi.org/10.1007/s001810200145.

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11

Verge, Pierre. "Contracting-out at Arbitration." Relations industrielles 18, no. 2 (January 24, 2014): 162–96. http://dx.doi.org/10.7202/1021426ar.

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A comparative study of arbitral decisions rendered in the United States, the Canadian Common Law Provinces and Quebec over grievances arising in the contest of collective agreements that contain no specific provision on the subject out of Management's action of arranging with an outside firm to have it perform work hitherto done by members of the bargaining unit. The possible effect of new section 10a of the Quebec Labour Relations Act on this practice of contracting out will also be considered.
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12

Pitt, Eddie. "Contracting – In or Out." Work Study 39, no. 4 (April 1990): 18–19. http://dx.doi.org/10.1108/eum0000000002617.

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13

Panet, Philip de L., and Michael J. Trebilcock. "Contracting–out social services." Canadian Public Administration/Administration publique du Canada 41, no. 1 (March 1998): 21–50. http://dx.doi.org/10.1111/j.1754-7121.1998.tb01526.x.

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14

Cowper, Andy. "Contracting out of expansion." British Journal of Healthcare Management 8, no. 11 (November 2002): 404–5. http://dx.doi.org/10.12968/bjhc.2002.8.11.19023.

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15

Mulgan, Richard. "Contracting Out and Accountability." Australian Journal of Public Administration 56, no. 4 (December 1997): 106–16. http://dx.doi.org/10.1111/j.1467-8500.1997.tb02493.x.

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16

Herzel, Leo, and Daniel Harris. "Contracting Out of Jury Trials." Journal of International Arbitration 6, Issue 1 (March 1, 1989): 41–55. http://dx.doi.org/10.54648/joia1989004.

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17

Jensen, Richard G. "Contracting out Military Health Care." Military Medicine 154, no. 8 (August 1, 1989): 394–98. http://dx.doi.org/10.1093/milmed/154.8.394.

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18

Lim, Ernest. "Contracting out of fiduciary duties." Common Law World Review 44, no. 4 (November 27, 2015): 276–97. http://dx.doi.org/10.1177/1473779515616035.

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19

Quiggin, John. "Contracting Out: Promise and Performance." Economic and Labour Relations Review 13, no. 1 (June 2002): 88–104. http://dx.doi.org/10.1177/103530460201300105.

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In this paper, it is argued that the benefits of competitive tendering and contracting have been overestimated, and that many of the apparent benefits actually reflect transfers rather than efficiency gains. Moreover, if arrangements for competitive tendering and contracting yield an inappropriate allocation of risk, such policies can reduce welfare rather than enhancing it as is commonly claimed. A number of case studies are presented to illustrate the latter proposition. Finally, some recommendations are presented for improvements in policy with respect to competitive tendering and contracting.
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20

Adnett, Nick, Stephen Hard, and Richard Painter. "Business transfers and contracting out." Employee Relations 17, no. 8 (December 1995): 21–28. http://dx.doi.org/10.1108/01425459510103460.

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21

Wood, David. "Is Contracting out Cost-Beneficial?" Alexandria: The Journal of National and International Library and Information Issues 6, no. 3 (December 1994): 157–58. http://dx.doi.org/10.1177/095574909400600301.

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22

Smirnova, Olga V., and Suzanne M. Leland. "Public Transportation and Contracting Out." Public Works Management & Policy 19, no. 4 (August 18, 2014): 358–64. http://dx.doi.org/10.1177/1087724x14545541.

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23

Owen, Natasha. "CONTRACTING‐OUT: THE WAY FORWARD?" Facilities 7, no. 4 (April 1989): 8–15. http://dx.doi.org/10.1108/eb006487.

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24

Lewis, Thomas J., and R. Andrew Muller. "Contracting Out of Rent Control." Canadian Journal of Political Science 25, no. 3 (September 1992): 557–72. http://dx.doi.org/10.1017/s0008423900021466.

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AbstractContracting out of rent control is possible if the tenant's right to a controlled tenancy is made legally transferable, thereby allowing the landlord to decontrol the property by purchasing the right to a controlled tenancy. This article outlines the basic features of contracting out and compares three forms of contracting out with vacancy decontrol. It argues that one form of contracting out may be much more politically feasible than other methods of decontrol because of the way it distributes the benefits of decontrol between landlords and sitting tenants.
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25

Erin, C. A., and J. Harris. "Presumed consent or contracting out." Journal of Medical Ethics 25, no. 5 (October 1, 1999): 365–66. http://dx.doi.org/10.1136/jme.25.5.365.

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26

Verge, Pierre. "Contracting-out at Arbitration II." Relations industrielles 18, no. 3 (January 23, 2014): 334–45. http://dx.doi.org/10.7202/1021399ar.

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Summary The approach of Quebec arbitrators on the contracting out issue, as expressed in a number of awards rendered before the enactment of section 10 A of the Quebec Labour Relations Act, is examined in order to be compared with American and Canadian Common Law Provinces views.
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27

Maurya, Dayashankar. "Contracting out: making it work." Policy Design and Practice 1, no. 4 (October 2, 2018): 281–97. http://dx.doi.org/10.1080/25741292.2018.1552107.

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28

Roberts, D. J. "Impact of contracting out care." BMJ 342, jun28 3 (June 28, 2011): d3971. http://dx.doi.org/10.1136/bmj.d3971.

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29

Hirsch, Werner Z. "Contracting out by Urban Governments." Urban Affairs Quarterly 30, no. 3 (January 1995): 458–72. http://dx.doi.org/10.1177/107808749503000307.

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30

Hyeon, Seung Hyo, Da Young Kim, and Min Kyu Lee. "A Study on Conflict Management in Contracting-out in Public Services." Crisis and Emergency Management: Theory and Praxis 14, no. 1 (January 30, 2024): 54–68. http://dx.doi.org/10.14251/jscm.2024.1.51.

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This research explores the dynamics of outsourced labor while specifically analyzing personnel expense proportions in various business categories. Utilizing a Quadrant Framework, businesses are classified based on expertise and autonomy, thereby providing a comprehensive overview. Type I businesses encompass daycare centers with distinct revenue structures regulated by the “Early Childhood Education and Care Act.” Type II businesses include General Meal Service and General Transportation, which operate autonomously without budget support. Type III businesses, which comprise Social Welfare, Call Centers, and others, typically receive budget support and range in expertise from low to moderate. Lastly, Type IV businesses include Education, Health Care, and Technology, and they receive budget support while having moderate to high expertise requirements. However, it is difficult to draw definitive conclusions due to the issues involved in precise segmentation of expertise and the division of “budget-supported to autonomous”. The results of this analysis are expected to aid stakeholders in resource allocation strategies, ultimately allowing those within diverse business classifications to optimize their workforce management.
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31

Ferris, James, and Elizabeth Graddy. "Contracting out: For What? With Whom?" Public Administration Review 46, no. 4 (July 1986): 332. http://dx.doi.org/10.2307/976307.

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32

Rundle, Kristen. "Office and contracting-out: an analysis." University of Toronto Law Journal 70, supplement 2 (November 2020): 183–97. http://dx.doi.org/10.3138/utlj-2020-0032.

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33

Carver, Robert H. "Examining the Premises of Contracting out." Public Productivity & Management Review 13, no. 1 (1989): 27. http://dx.doi.org/10.2307/3380908.

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34

Ciorciari, John D., and Stephen D. Krasner. "Contracting Out, Legitimacy, and State Building." Journal of Intervention and Statebuilding 12, no. 4 (July 19, 2018): 484–505. http://dx.doi.org/10.1080/17502977.2018.1499198.

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35

Knight, CJS. "The Contracting-out of Homelessness Functions." Judicial Review 14, no. 4 (December 2009): 333–39. http://dx.doi.org/10.1080/10854681.2009.11426618.

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36

Gülker, Silke, and Petra Kaps. "Effizienzsteigerung der Arbeitsvermittlung durch Contracting-Out?" Zeitschrift für Sozialreform 52, no. 1 (March 1, 2006): 29–52. http://dx.doi.org/10.1515/zsr-2006-0104.

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Zusammenfassung Der Artikel untersucht die Implementation dreier arbeitsmarktpolitischer Instrumente, die mit den Hartz-Reformen eingeführt oder verändert wurden und die neue Kooperationsformen zwischen öffentlicher und privater Arbeitsvermittlung in Deutschland ermöglichen: Personal-Service-Agentur (§ 37c S GB III), Beauftragung Dritter (§ 37 S GB III) und Eingliederungsmaßnahmen (§ 421 i SGB III). Anhand eines Phasenmodells %um Kontraktmanagement wird nachvollzogen, inwieweit mit der Umsetzung dieser Instrumente Effizienzgewinne für die Arbeitsvermittlung erhielt werden. Nach bisherigem Erkenntnisstand führt der Wettbewerb zwischen den Anbietern sinkenden Maßnahmekosten, nicht aber mehr Effektivität. Transaktionskosten, Leistungsanreize und Kooperationsbeziehungen sind noch nicht austariert.
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37

Kolpakov, Aleksey, and Lachezar G. Anguelov. "Decision-making approaches to contracting out." Journal of Strategic Contracting and Negotiation 4, no. 3 (September 2018): 148–66. http://dx.doi.org/10.1177/2055563620918811.

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This article compares and contrasts two classical decision-making approaches used in outsourcing specific public services. We perform content analysis of semi-structured interviews with public managers who are engaged in contracting for different public services, and find that incremental or small step-by-step decision-making is more likely to be observed in the outsourcing of “soft” or human services. Rational decision-making on the hand is more likely for “hard” services including janitorial services, public works, bridge design, street striping, parks maintenance, strategic planning, refrigeration experts, and food services. Our findings also indicate that some services can be outsourced using both decision-making approaches in certain cases. Using comparative analysis, we identify three factors associated with incremental decision-making across the organizations in our sample. All organizations that outsourced services using incremental models of decision-making had a for-profit business partner, experienced managers, and exhibited desire for cooperation and coordination.
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38

Parker, Simon C. "CONTRACTING OUT, PUBLIC POLICY AND ENTREPRENEURSHIP." Scottish Journal of Political Economy 57, no. 2 (May 2010): 119–44. http://dx.doi.org/10.1111/j.1467-9485.2010.00510.x.

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39

Hartley, Keith. "Contracting-Out: A Step Towards Competition." Economic Affairs 6, no. 5 (June 1986): 15–17. http://dx.doi.org/10.1111/j.1468-0270.1986.tb01774.x.

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40

T. St. J. N. B. "Contracting out drafting: a British experience." Statute Law Review 17, no. 2 (January 1, 1996): 152–53. http://dx.doi.org/10.1093/slr/17.2.152.

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41

Daykin, Chris. "Contracting-Out in the United Kingdom." Journal of Aging & Social Policy 14, no. 1 (November 13, 2002): 23–34. http://dx.doi.org/10.1300/j031v14n01_03.

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42

Nemec, Juraj, Beata Merickova, and Leos Vitek. "Contracting-out at local government level." Public Management Review 7, no. 4 (December 2005): 637–47. http://dx.doi.org/10.1080/14719030500362900.

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43

Sciulli, Nick, and Victoria Wise. "MARKET TESTING AND CONTRACTING-OUT OF GOVERNMENT CORPORATE SERVICE." Indonesian Management and Accounting Research 12, no. 2 (July 5, 2013): 19–36. http://dx.doi.org/10.25105/imar.v12i2.1166.

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The objective of this study is to identify specific issues considered to be major implementation obstacles by managers faced with the policy decision to shift services to the private sector. The shifting (contracting-out) of corporate services in a large government organisation is used as a case study to identify issues impacting on management decision-making in the contracting-out process. Matters such as the organisational approach to determination of service costs and changes to the stock of organisational knowledge are considered. Important findings include that an unusual and possibly unique integrated model for contracting-out was used; and, that managers adopted an avoidable-cost approach in contracting-out decisions.Keywords: Contracting-out; Government; Integrated model
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44

Bish, Robert L., and James C. McDavid. "Program Evaluation and Contracting out Government Services." Canadian Journal of Program Evaluation 3, no. 1 (March 1988): 9–23. http://dx.doi.org/10.3138/cjpe.03.002.

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Abstract: This article suggests an important role for program evaluation skills in contracting out government services. Contracting out is being increasingly viewed as a practical and efficient alternative to governmental production of services. Key steps in the contracting out process offer opportunities to utilize program evaluation skills. Further, because contractors are held at arms length, program managers who monitor and evaluate contracts can do so without the conflict of interest problems arising when they are involved in evaluations of their own programs.
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45

MATSUEDA, NORIMICHI, and JUN’ICHI MIKI. "CONTRACTING-OUT OF HOUSEHOLD WASTE COLLECTION SERVICES IN JAPAN." Singapore Economic Review 65, no. 02 (May 19, 2017): 443–55. http://dx.doi.org/10.1142/s0217590817410041.

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We first report three empirical findings from our survey on the contracting-out of municipal waste collection services in Japan: (1) the rate of contracting-out and the contract price are inversely related, (2) this inverse relationship tapers out as the contracting rate becomes sufficiently high, and the contract price even tends to go up as the contracting rate approaches 100% and (3) there is a significant disparity in the contracting rates between the eastern and western parts of Japan. In order to account for these observations, we then set up a simple analytical model and examine its implications. Also, we discuss the issues that a potential hold-up situation could give rise to when the services are completely contracted out to private firms.
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46

Kim, bongyeon, and sangmin Lee. "A Legal Discussion on some Practical issues for the Contraction-out of Local Governments." Institute of Legal Myongji University 21, no. 1 (July 31, 2022): 77–100. http://dx.doi.org/10.53066/mlr.2022.21.1.77.

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The Contraction out of local government has been administered without any definite standards, so some practical issues are exposed, where the only legal basis for it is a provision of the Local Autonomy Act. However, such practical issues consequently become the issue of whether it needs the consent of the local council. Even the contracting out of local governments based on laws and the contracting out between local governments, if necessary, should be subject to local laws and regulations and public agencies should be restrictively interpreted, ultimately to clarify the objects of the consent of local councils. How to administer the consent of local councils appears as an issue in regard to the councils’ authority to consent. Although the contracting out of local governments is intended to use private agencies’ expertise and ensure the public openness to citizens, by allowing them to participate in public sectors, its nature as public affairs does not change. It is thus necessary to consider the rule of local councils’ consent in terms of the contraction out of local governments, as a measure for controlling the general monopolization of heads of local governments and securing the efficiency and fairness of it, for executive agencies and local councils to pursue public benefit, based on the principle of check and balance.
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47

Kim, Heecheol. "Venture Capital Investment Contract: Contracting in and Contracting out of Appraisal Rights." Korea Financial Law Association 17, no. 3 (December 31, 2020): 271–90. http://dx.doi.org/10.15692/kjfl.17.3.6.

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48

Rho, Eunju. "Contracting Revisited: Determinants and Consequences of Contracting Out for Public Education Services." Public Administration Review 73, no. 2 (January 25, 2013): 327–37. http://dx.doi.org/10.1111/j.1540-6210.2012.02682.x.

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49

Juen, Soobin, Ji-Hye Lee, and Jung-Bin Kim. "Contracting Out System for The Urban Regeneration Core Facility Managmenet Focused on ‘Seoul 20' Management Contracting Out." Korean Association of Urban Policies 10, no. 2 (August 31, 2019): 5–23. http://dx.doi.org/10.21447/jup.2019.10.2.5.

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50

Torfing, Jacob, Eva Sørensen, and Lena Brogaard. "The impact of governance on the outcomes of contracting out." Journal of Strategic Contracting and Negotiation 3, no. 4 (December 2017): 215–33. http://dx.doi.org/10.1177/2055563619858909.

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Whether contracting out to private actors results in value for money depends on how public authorities govern, organize and manage service contracting. However, only a few studies have attempted to investigate how local governing practices can help to ensure that the contracting out of public services enhances economic efficiency and service quality. To further advance our knowledge on this topic, we present the results of a systematic review of 21 international studies, published between 2000 and 2018, on the impact of governance on the outcomes of contracting out. We combine insights from the reviewed studies to develop a theoretical framework of use to both practitioners and researchers that posits how eight impact factors mediate the influence of local governance on the outcomes of contracting out.
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