Evaluating the impact of organizational models for non core processes management: a classification framework

The paper investigates the impact of different organizational models in the management of non-core processes. The analysis of literature empirical evidences has allowed to identify a total of 11 organizational models consequence of five different strategic approaches. The authors propose a comprehensive classification framework of the strategies and organizational models on the basis of two dimensions. The first one refers to organizational role of non-core processes manager (called facility manager), while the second one on the typology of non-core process/service provider. The framework allows to identify and to explain the main advantages and disadvantages of each strategy and to highlight how a company should coherently choose organizational model on the basis of (a) complexity of the non-core processes, (b) its inclination to outsourcing and (c) the desired level of autonomy in the non-core activities management.