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Strategic Outsourcing? The Philips Case in the LCD TV Market

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Author(s): Luiz Carlos Di Serio | Robson Dantas Bento | Guilherme Martins | André Luis de Moura Castro Duarte

Journal: Journal of Technology Management & Innovation
ISSN 0718-2724

Volume: 6;
Issue: 2;
Start page: 218;
Date: 2011;
Original page

Keywords: Outsourcing | Resource-based Theory | Transaction Cost Theory | Case study.

ABSTRACT
This work seeks to assess the outsourcing process adopted by Philips for producing LCD televisions. The authors used the Resource-based Theory and the Transaction Cost Theory for analyzing the case. Based on industry data and interviews with ten of the company’s senior executives, this study sought to understand how the decision making process was carried out and how it affected the company's activities in the field of LCD televisions. Philips has lost its competitiveness in the Brazilian market – it went from being the leader in 2006 to fourth place in 2009, both as far as regards its sales volume and value. The executives pointed out that the LCD panel is an important resource and that its supply by third parties represented a high transaction cost. The results illustrate the complementarity that exists between the RBT and TCT theories in a competitive environment that has few players.
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