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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
Table 3: Frequency of field work.
JUNE 2011
VOL 3, NO 2
Category Observed Expected Residual
Frequency Frequency
O
N
Strongly Disagree 30 21 9
Disagree 12 21 -9
42
Category Observed Expected O-E (O-E) 2 (O-E) 2
frequency frequency N
O
N
Strongly Disagree 30 21 9 81 3.86
Disagree 12 21 -9 81 3.86
42 7.72
Source: Field survey 2009
Summary
Chi-Square: 7.72
Level of significance:0.05
Degree of freedom: 1
Tabulated:3.84
Decision: At the level of significance 0.05, degree of freedom 1, the critical value is 7.72 which is
higher than the tabulated value of 3.84.With the result of the people’s opinions it means that
outsourcing of products and services in the Nigerian service industry will impact competitive
advantage positively as the organization will enhance the production of their areas of specialization
that will increase profitability.
Conclusion
It is obvious from the theoretical review of literature and empirical results that competitive
advantage hinges largely on a company’s ability to outsource its non-core functions especially the
lease service which is capital intensive. Outsourcing reduces operating cost and ensures control of
cost; resources will be effectively utilized to full capacity to attain optimality in production. The
leasing option provides a great opportunity for the organization to concentrate on core competence
areas that will motivate the morale of the staff. Considering the major advantages of tax benefits for
the bank, reduction in operating cost of maintenance of equipment and vehicles, concentration on
customers’ satisfaction, maintaining a capital structure that helps to enhance the value of the
organization, outsourcing leasing option is a good decision for a profit making organization.
Moreover, we can rightly conclude that top management of organizations can take advantage of
services of experts who are vast in their non-core activities to have a vantage competitive advantage.
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