Outsourcing as knowledge Management Strategy

Abstract

Grounded in the resource-based view of the firm, this study addresses and describes to what extent managers might choose to deploy and pursue knowledge management in their organization by outsourcing, because they recognize the difficulties to fulfill this activity relying solely on their own resources. This article looks at the literature on knowledge management and outsourcing, seeking to highlight the intersection between the subjects, as well as proposing a conceptual research model that summarizes the rationale adopted. The conceptual model undergoes a specific empirical validation and the results are analyzed using peer-to-peer comparisons of the deterministic decision method with multiple attributes and content analysis. Among the findings, it was observed the homogeneity of respondents regarding the willingness of outsourced knowledge management to take risks, which is constrained in the organization by fear over loss of abilities and skills, as well as inadequacy of the provider to keep up to date. From a theoretical viewpoint, it was observed in the relationship between knowledge management and outsourcing, an extrapolation of consolidated concepts, something that may generate provocation with regard to the assumption that outsourcing is appropriate only for areas or functions that can be sufficiently scripted, described, and shared within a predefined scope (usually described as non-core areas). As a contribution to practice, it was possible managers recognize the subject “knowledge management” as a process that demands ‘management’ and should been introduced in their practices. Also observed was the possibility to devise and provide knowledge management outsourcing services, having the conceptual model proposed here as a basis.