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Abstract
Practicing managers often use the idea of core competence as one of the principal guidelines for making decisions about outsourcing. Managers of large corporations commonly support their outsourcing decisions with the familiar argument that 'We keep core competences in‐house, and we outsource non‐core activities'.
This paper questions the usefulness of the 'non‐core competence' concept for practical decision making. It reviews and discusses a comprehensive list of drivers for outsourcing decisions as well as the potential risks related to outsourcing initiatives.
Instead of taking the simplistic 'core or non‐core' approach, the paper suggests a more creative way to evaluate a larger variety of competencies. The business contexts of four successful companies are described and several examples of their outsourcing/insourcing decisions are presented.
Examples show that poor implementation undermines decisions that are based on even the most imaginative definition of competence structures. Successful outsourcing depends on managing the outsourcing relationship well after the decision is made.
Copyright © 2002 John Wiley & Sons, Ltd.

Identifies and discusses a number of methodological issues which can arise in the design and administration of instruments for the purpose of large‐scale survey research in manufacturing strategy and practice. Describes two such surveys. Both were undertaken by researchers at IMD, Lausanne, Switzerland. The first was a study of manufacturing strategies in western Europe, while the second was a study of manufacturing practice and performance in Switzerland. A comparison of the approaches taken in the design and administration of the two instruments allows for the identification of a number of methodological issues which are discussed in greater detail. These include sample (sector) selection, respondent preparation, quality assurance for data input, the elimination of bias and gathering of complementary data.

This book presents strategies and practices to allow everyday companies to cope with the fundamentally changing landscape of business models and to take advantage of the huge business opportunities arising from the advent of big data. It develops several case studies from companies in traditional industries like LEGO, Yamato and Mediq, but also examines small start-ups like Space Tango, which is partnering with major multinationals to develop new business models using big data. The book argues that businesses need to adapt and embark on their big data journey, helps them take the first step, and guides them along their way. It presents successful examples and deducts essential takeaway lessons from them, equipping executives to capitalize on big data and enabling them to make intelligent decisions in the big data transformation, giving their companies an essential competitive edge.