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3 Theoretical model for the analysis outsourcing of the Procurement

3.1.2 Argument: The transaction and its dimensions

Since the definition was described already above by transaction, this section enters now with its characteristics, those after Williamson the height for the completion and organization of an exchange relationship developing costs affects.²⁶
These are the following three dimensions:

Transaction specific investments : This dimension refers to the investments, those not without productive depreciation for alternative purposes to be used can.²⁷
Thus transaction specific investments represent the extent, in which the transaction partners fall back for the production of a property which can be exchanged or a service to specialized input factors. "Williamson (1991) differentiates six forms of transaction specific investments without requirement on completeness: (1) location-specific investments (e.g. the building of a supplier work in direct proximity of a customer work to save around transportation and storage costs); (2) system dependent investments (e.g. machines to the production of press forms, which can be used only for the production of a specific product); (3) investments into specific human resources (e.g. learning little standardized, firm specific planning procedures); (4) customer-specific investments (capacity extensions, which are made only for the operation of the orders of a customer); (5) investments into the Reputation (e.g. structure of a label name); and (6) date-specific investments in temporally only limits removable or profitable goods and achievements (e.g. season commodity or goods and achievements for the Just in time production)." ²⁸
With such investments production costs savings can be usually realized due to specialization advantages. On the other side transaction specific investments lead to a special dependence between the transaction partners as well as to additional contractual dangers and cause thereby higher transaction costs in all organization forms ²⁹.
The transaction partner can be changed only under acceptance of worse conditions. This increases the Opportunitaetskosten of the dissolution of the relationship, since the input factors are cut to the production of completely certain goods or services, in other uses against it a very much smaller value possesses. Therefore the transaction partners have a higher interest in a durable exchange relationship.³⁰
Other negative aspect can be shown. The competition pressure is lower, while the danger of the opportunistischen behavior is higher. The possibility for the transaction partners of changing the exchange conditions on one side to its favour leads to additional Feil around conditions as per contract or too with the interpretation and fulfilment of the contractual agreements arising conflicts, which post office-transaction-cost ex cause.
"the agreement and application of institutional regulations, which are to prevent or limit opportunistic behavior, cause also transaction costs. These rise therefore c.p. with increasing extent of transaction specific investments.
With employment of nonspecific input factors however these transaction costs resulting from opportunistischem behavior and its accomplishment do not originate³¹."
Uncertainty : Also the uncertainty connected with a transaction affects the costs.
Since with increasing uncertainty by the transaction partners of more circumstances and eventualities of the exchange relationship must be considered, the ex ante information -, negotiation - rise, and costs of the contract.
Exactly the same take the ex post office-transaction-cost with increasing uncertainty c.p. too, since the exchange relationship at the basis lying contracts are incomplete due to the limited rationality of the transaction partners.
"if not all circumstances, which could change the respective cost-benefit ratio of the transaction partners, ante ex completely be considered can, then it becomes with increasing uncertainty ever more probably that one the transaction partner or both in the process of the exchange relationship are interested to adapt the contract conditions changed conditions.
For the accomplishment of these adjustments then ex post office information -, negotiation -, costs of the contract and conflict develop." ³²
These effects are the stronger, the more co-ordination are necessary for the adjustments, i.e. the more transaction specific investments were transacted ³³.
During small transaction specific investments however the transaction partners draw no special advantages from a durable exchange relationship and can the transaction without larger proceeds losses also with another transaction partner complete.
"Opportunisti behavior is effectively limited by the competition." ³⁴
Therefore the effect is due by uncertainty to the transaction specific investments and bilateral dependence following from it.
On the height of production costs an increase of the uncertainty does not exert direct influence.
Frequency : The transaction partners can complete identical transactions several times with one another.
With rising frequency of the transaction can be realized c.p. both scale and synergies, and specialization advantages. Per transaction production and transaction costs with increasing frequency of the transaction therefore sink.

The following overview summarizes the cost effects of the three transaction dimensions.

Tab. 2: Cost effects of the three transaction dimensions ³⁶.

²⁶ Vgl. Williamson (1985), P. 52 FF.
²⁷ Vgl. Williamson (1991), P. 281.
²⁸ Ebers/Gotsch (1995), P. 211-212.
²⁹ Vgl. Williamson (1991), P. 282.
³⁰ Vgl. Ebers/Gotsch (1995), P. 212.
³¹ Ebers/Gotsch (1995), P. 212.
³² Ebers/Gotsch (1995), P. 213.
³³ Vgl. Williamson (1991), P. 291.
³⁴ Ebers/Gotsch (1995), P. 213.
³⁵ Vgl. Ebers/Gotsch (1995), P. 213.
³⁶ Vgl. Ebers/Gotsch (1995), P. 214.

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