3.2 Transitory core competence view
There are two widely different interpretations of the core competence argument, one of which goes unmentioned by Ramsay (2001), when he discusses the performance impact of the make-or-buy decision. On the one hand there are those (e.g. Quinn, 1999) who argue that any activity that is not based on a core competence ought to be outsourced, as Ramsay (2001) correctly notes. Quinn (1999) argues that firms are unlikely to excel in a wide range of activities and therefore should outsource all activities in which they are not „best-in-world‟ to a best-in-world outside supplier.