Outsourced services and 'imbalanced' supply markets

Helen Walker, Louise Knight, Christine Harland

Research output: Contribution to journalArticlepeer-review


In the UK public sector, procurement decisions for outsourced services are usually taken at a local level, for example by a hospital trust or a local government authority. Cumulatively, these fragmented decisions can lead to ‘imbalanced’ supply markets (too few or too many suppliers), to the detriment of both suppliers and purchasers. This paper considers what can be done to manage imbalanced
supply markets resulting from the fragmented procurement of outsourced services across a sector, using the case of the English National Health Service. The types and levels of action available within the health sector are explored.
Original languageEnglish
Pages (from-to)95-105
Number of pages11
JournalEuropean Management Journal
Issue number1
Publication statusPublished - Feb 2006


  • outsourcing
  • supply strategy
  • supply markets
  • imbalance


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