This book provides a comprehensive overview of the decision-making models employed for the purpose of outsourcing strategic activities. It offers readers an exhaustive theoretical framework, which is more robust than what is currently available in the extant literature. It presents an integrated set of dimensions that will be helpful when a firm has to decide what kind of new product innovation activities or strategic activities, in general, are needed to outsource - and when. This decision-making model acknowledges the complexity of this initiative and, in so doing, effectively supports decision-makers. This integrated perspective combines a theoretical framework with practical solutions from the point of view of both concrete action and management.

The model proposed by the authors entails a valuable approach within the context of new product development, specifically when innovation is technology driven. It encompasses nine different variables for the decision-making process. The proposed model is then tested on and applied to the case study of the innovative "Boeing 787 programme". The case study presents a comprehensive evaluation of the challenges that outsourcing product innovation can entail when a global supply chain is involved, especially in cases where innovation regards technologically complex products, such as commercial aircraft, whose innovation depends on technological development, and - more precisely - new materials.

The book will be of particular interest to scholars and researchers in the field of strategic innovation management, supply chain and network management, industrial marketing management, and international management.