The paper aims at investigating the structural change implications of
outsourcing. In trying to bridge the organizational/industrial and the
sectoral/structural analysis of outsourcing, it discusses the rational and
the methodological pros and cons of a “battery” of outsourcing measurements
for structural change analysis. Their functioning is then illustrated
through a concise application of them to the OECD area over the ’80s and
the early ’90s. A combined used of them emerges as recommendable in
checking for the role of outsourcing with respect to that of other structural
change determinants
