Outsourcing transitions and the employment relationship implications
基于三个公共休闲服务外包的纵向案例，研究员工在组织间转移的工作转型过程，发现外包虽带来雇佣条件损失，但也可能发展出看似积极的雇佣关系，挑战了外包对员工影响总是负面的观点。
Abstract Drawing on three longitudinal case studies involving the outsourcing of public leisure services, we explore the work transitions of staff as they transfer from one organisation to another using a three‐phase analytical framework. The findings confirm the idea that outsourcing can be a difficult transition to go through, with losses occurring in relation to terms and conditions of employment. However, they also show how such changes can occur alongside the development of seemingly positive employment relationships with the new employer that challenge the view that the employment effects of public service outsourcing are invariably perceived in a negative light by employees. In doing so, the study's findings are seen to point towards the value of exploring outsourcing‐related work transitions longitudinally and through the lens of the adopted analytical framework. They are also seen to have implications for how such transitions are theorised and managed, including how we might understand the nature of the employment relationship and the role of line managers.