The externalization of the enterprise activities is not a recent phenomenon, in the years eighty studies and searches have already focused the attention on the phenomena of productive decentralization and the advantages that derive some, in terms of greater efficiency and better approached specialistiche acquaintances.
In particular to leave from the slid decade, the American enterprises began to made a question of "sourcing", that is to find the better way for supplying of the factors and the services.
The problem particularly was felt for the area of information system (the I.S.); pioneristica in such sense the decision of the Eastman Kodak that carried out contracts of Outsourcing ¹⁴ of the I.S. with IBM.
The main reason to the base of the choices of outsourcing is to get rid of some functions in order to concentrate the attention on the activities considered from management "Core". It puts into effect them tendency to the externalization is characterized beyond that from an acceleration of the phenomenon also from the diversity of the performance modalities.
To the productive decentralization of the past decades and the creation of sub-supply relationships that they give it came down have replaced models of networking, above all international.
In the theory of the transazionali costs of Williamson (1975) it is already begun to put into effect a substitution of the mechanisms and the determining ones that influence the decisional processes of the enterprises.
These last ones carry out the choices, not only in function of the variable not controlable external, but also in function of buyable the possessed inner resources or.
The price of the transactions enters in the decisional choices compared with the costs of inner implementazione.
In the theory of the transazionali costs one new variable for the determination of the decisions is caught a glimpse, is worth to say the objective strategic face to diminish the costs for the attainment of benefits compares to you, estimated through the comparison between cost economies total (production cost and cost of transaction) attainable in the various alternatives.
This perspective confers a more dynamic role of the government of the resources, than, is replaced to a static behavior of the decisions of forehead to the variable courses of the exogenous ones, which the prices of the market.
" a new paradigm has been developed that not only sees the enterprise like a economic-productive phenomenon, but as subject of cognitive exchanges you and to the center of a net of relations between actors it specializes to you and flexible " ¹⁵ .
This paradigm leaving from the flexibility of the strategies door towards the "snellezza" delle organizational structures, in substitution of the traditional intraorganizzative hierarchical relations.
The tipologyof activity are being become larger also externalization object, not tied more to the traditional activities of the terziario field (transports, distribution), but they extend to business process complete, to the entire one supply chain.
However it is necessary that the enterprises have the knowledge that every chosen of externalization, modifying meaningfully the structure of the chain of the value, can influence the ability to creation of economic value in along period.
The decision of outsourcing in an enterprise is not therefore an easy operation.
Is possible for an enterprise not to succeed to obtain turns out to you appreciable if the adoption of this instrument does not happen with correct criteria. Terziarizzare a business activity, for how much it can be marginal regarding Core business, it involves having to redesign inner organizational structures, and that means to have to follow some stages:

• a) in a preventive phase, draft to study and to understand the necessities and the real problems very well that an enterprise means to exceed with the outsourcing. The outsourcing it is not the solution of some problem if applied on bases mistaken or imprecise: the more disappointing experiences regarding the expectations on turn out obtained through the outsourcing derive to you, to mount, from one superficial or wrong interpretation of the problems to resolve; the screening of the activities and the structures to external and the appraisals on the consequences of the organizational order of the enterprise must very be defined.
• b) us it must be moved on a plan of strategic character more than tactical; The type will have to be held very present of objects to you that the enterprise wants to catch up in the time. If the outsourcing it becomes the instrument in order to obtain turns out to you in the short term or in order to resolve momentary emergencies, without to set up some strategic objective in along period, the replies could be revealed ephemeral and carry like consequence the destabilization of the enterprise in the future. In so far as the example of an enterprise in difficulty is typical financial institutions, that it can decide to tighten an agreement in order to delegate to provider a supply of particular determining of its currently constructed end product in the plants of the company; that can that is involve the cession of machinery and infrastructures (to a partial mobilization) that it concurs of flessibilizzare the costs and resolving the emergency momentarily financial institution. Clear but that if the base problems that have produced that situation do not come resolved, the instrument of the outsourcing becomes useless the very soon in along period and ripresenterà problem. To the contrary, it is important in the long term to implement the outsourcing in a picture of rested business development on programs, that they preview as an example, the adoption of more agile organizational structures, more centered on "mission" of the enterprise. Greater cash-flow the consequent one to the dismissione of understood immobilizes them to you will be a positive consequence, but sure in this context it will not be ne' ephemeral, ne' only.
• c) must be gained the inner resistance to the change that can be present more levels. It will have to hold in consideration the resistance to the change of some business agencies; it is of the all normal school that the loss of an activity involves of the losses of being able decisional for the interested agencies and that therefore the outsourcing it does not come initially very accepted.

• Note 14: Outsourcing is an English term (compound from outside and resourcing), for which correspondent does not exist an Italian word and that, in first approximation, it is to indicate I use it of external resources for the development of determined activities, which have been traditionally managed through resources and inner staff.
• Famous 15: CALVELLI To (1998) enterprise choices and international markets, Giappichelli Publisher, Turin (pp 245-248)