Table 1. Extracted information on studies and effective criteria on outsourcing of healthcare services .
| Authors (Year) | Place | Factor | Sub-Factor |
| Dawne Lamminmaki (2010) | Australia | None | Core activities, Flexibility, Specialization, Compatible culture, Trust, Capital outlay avoidance, Fast expansion facilitation, competitor outsourcing emulation |
| Chinyao Low (2012) | Taiwan | System function | Usefulness, Ease of use, Accuracy, Tangibles Programming Languages, Reliability, Security/Privacy |
| Service Quality | System update medical consult, Maintain service, Customer satisfy, Education training, Specialization | ||
| Integration | Compatibility, Logical structure, Flexible, Customization, Interaction | ||
| Economics | Setup cost, Maintain cost, reputation | ||
| professionalism | Innovation, Experience | ||
| Saeed Tajdini (2012) | Iran | Strategic | Core business, Flexibility, Image |
| Economical | Cost reduction, Economy of scale, Growth | ||
| Technical | Skill, Management of operational process, New product | ||
| Geo-political | Distance, Political issues, Language barriers | ||
| Jian-Jun Wang (2008) | China | None | Strategy, Economics, Environment, Risk, Quality |
| Niskanen Salla (2013) | None | Cost, Strategic, Function characteristics, Environment | |
| Joan Rhodes (2014) | Berlin | Cost | Lower total cost, Cost reduction, Cost control/reduce operating cost, Improve the efficiency of operations |
| Focus | Allow resources to focus on core competencies, Release resources for other business | ||
| Quality | Improve conformance quality, Prompt resolution of customer complaints/inquiries | ||
| Flexibility | Increase volume flexibility, Lack of capacity, Ability to adjust deliverables | ||
| innovativeness | Access to specific labor and/or technology expertise, Supplier innovation capabilities, Lower development cost | ||
| Jens Dibbern (2012) | German and United States | effectiveness | Strategic Benefits, Services Quality, Resources and Skills |
| Efficiency | Production Costs, Transaction Costs | ||
| Environmental forces and Constraints | Industry Regulation, Decision Power and Politics | ||
| National and Industry Characteristics | Country of Origin, Public versus private | ||
| Organizational Characteristics | Financial Situation, Strategic Orientation, Slack Resources | ||
| Transactional Characteristics | Asset Specificity, Uncertainty, resource Gaps | ||
| Tibor Kremic (2006) | USA | None | Strategy, cost, function characteristics, environment |
| Edward Muchai (2012) | Kenya | None | Business strategy, transaction cost, organizational size, lack of technical capacity, flexibility to market forces of demand and supply |
| Phillip Mollo Oduk (2013) | Kenya | None | Strategic plan, quality improvement, production cost |
| Ahmed abduraba Al-Nehmi (2009) | Saudi Arabia | Strategic | Focus on core activities, Freeing resources for core activities, Access to World-Class capabilities, Accelerate re-engineering benefits, Risk sharing with contractors, Improve flexibility to the changing market dynamics, Strategic alliance with contractors, Regulations governing the outsourcing practices |
| Management | Save the management time, Reduce the management load, Need for specialized management, Increase the speed of implementation, Function difficult to manage, Safety management, Consolidation or Decentralization | ||
| Technological | Achieve flexibility with changing technology, Initiate innovative ideas and techniques, Improve the technology for competitive advantage, Technology requirements, Uncertainty, Need for specialized expertise, Acquire new skills or technical knowledge | ||
| Economic | Save the overall cost, Reduce the labor and operating cost, Make the fixed costs into variable costs, Improve the cash flow, Cash infusion Make capital funds more available for core activities, Increase the economic efficiency | ||
| Quality | Improve service quality, Improve quality requirements, Procure higher reliability and competency | ||
| Function characteristics | Complexity of function, Function integration and structure, Lack of spare parts, Function difficult to control, Lack of equipment/tools availability | ||
| Magiswary Dorasamy (2010) | Selangor | Costs | Organizational costs, production costs |
| Resources | Assets, Organizational characteristic, Processes, Aptitudes, Information employees | ||
| Competencies | Knowledge, Skills capabilities, Know-how | ||
| Operation management | Focus on core functions, Better management, Enhanced control | ||
| Risk of outsourcing | Loss of confidential data, Owner responsibility, Changes in suppliers, Supplier failure | ||
| Firm size | Large, Small | ||
| Types of industry | Manufacturing, Non-manufacturing | ||
| Ghazizadeh fard (2011) | Iran (Tehran) | Services | Quality, Cost, Specialize skills, Flexibility, Specialized equipment, Possible to ensure |
| Strategic | Focus on core function, Reduce the management load | ||
| Environmental | Governmental regulations, Access to secure information, dependence on supplier | ||
|
Yosef Mohammed Karimi
(2012) |
Iran (Bukan) | Internal Organizational Factors | Reduce the cost of the within organization, Improve organizational performance, Increase flexibility, Focus to core function, Increase capacity of using internal resources, Reduce overhead costs, Building a culture on Organizational Creativity, Lack of required skills in organization, Improve the quality of outputs |
| External Organizational Factors | Changes in technologies, Access to new markets, Achieve to competitors, Responsiveness to changing customer needs | ||
| Jafar Razmi (2010) | Iran (Tehran) | None | Management, Strategy, Quality, Technology, Costs, risk taking |