Global disaggregation of information-intensive services
Management Science
The New Knowledge Management: Complexity,Learning,and Sustainable Innovation
The New Knowledge Management: Complexity,Learning,and Sustainable Innovation
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Information Systems Research
Competition and Outsourcing with Scale Economies
Management Science
Optimal Investment in Knowledge Within a Firm Using a Market Mechanism
Management Science
Decision Support Systems - Special issue: Collaborative work and knowledge management
Decision Support Systems
Developing a collective intelligence application for special education
Decision Support Systems
Computers and Industrial Engineering
Distributed recommender for peer-to-peer knowledge sharing
Information Sciences: an International Journal
SAICSIT '10 Proceedings of the 2010 Annual Research Conference of the South African Institute of Computer Scientists and Information Technologists
Effects of initial and ongoing trust in IT outsourcing: A bilateral perspective
Information and Management
Expert Systems with Applications: An International Journal
Review: Supply chain knowledge management: A literature review
Expert Systems with Applications: An International Journal
International Journal of Information Management: The Journal for Information Professionals
Nash equilibrium for collective strategic reasoning
Expert Systems with Applications: An International Journal
Journal of Global Information Management
Factors Influencing Performance of ITES Firms in India
Information Resources Management Journal
Knowledge dilemmas within organizations: Resolutions from game theory
Knowledge-Based Systems
Expert Systems with Applications: An International Journal
Exploring the effect of boundary objects on knowledge interaction
Decision Support Systems
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The popular notion of outsourcing is that it helps organizations cut down costs of operation. In reality, however, firms often outsource to organizations that possess complex, complementary skills. We model the interaction between employees of the ''host'' firm and the outsourcing firm, who have to share their knowledge and skill sets in order to work effectively as a team, but might be naturally antagonistic towards each other. The analysis shows that when the degree of complementarity of knowledge between the employees is high enough, better payoffs can be achieved if the top management enforces cooperation between the employees. In these situations, the involvement of the top management extends far beyond negotiating the contract to make the outsourcing successful.