Innovation sourcing excellence: Three purchasing capabilities for success

Legenvre, Hervé; Gualandris, Jury

doi:10.1016/j.bushor.2017.09.009

Cited by 42 publications

(55 citation statements)

References 7 publications

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“…Also, earlier research primarily focuses on core competence identification in the context of manufacturing companies (see for example, Hafeez et al, 2007a/b;2002a/b). There is a need to address the question of core competence portfolio management in the process industry, such as oil, gas, and pharmaceuticals as the key capability resources and their context of tangibility may be profoundly different, especially while defining the key resources and capabilities matrix (Legenvre and Gualandris, 2018).…”

Section: Introductionmentioning

confidence: 99%

An integrated core competence evaluation framework for portfolio management in the oil industry

Hafeez

Foroudi

Nguyen

2019

IJMDM

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is an experienced academic with over 25 years of teaching, research, educational management and technology transfer experience across disciplines in the UK and TNE. Before his most recent appointment as Professor and Head of Business & Management Division at the Dundee Business at Abertay Dundee, he served as the Professor at the Claude Littner Business School at the University of West London and professor and head of group at the York Management School, University of York UK. Prior to this he was Reader and the Founding Director for the Centre for Entrepreneurship at the University of Bradford. Khalid is a Fellow of National Council for Graduate Entrepreneurs (NCGE) UK supported by the UK Department of Trade and Industry (DTI) and a life member of the European Foundation for Entrepreneurship Research (EFER). He has completed an Executive Education Training programme at the Harvard Business School USA in 2006 and is also Certified Six Sigma Master Black Belt, and Certified Project Manager and EFQM European Assessor certified from Brussels. Khalid has been a Yorkshire Forward technology transfer champion for 7 years and was awarded Certificate of Merit from the House of Lord UK in recognition of his services for education and community. In 2012, he received the Chancellor Award for Excellence in Research.

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Section: Introductionmentioning

confidence: 99%

An integrated core competence evaluation framework for portfolio management in the oil industry

Hafeez

Foroudi

Nguyen

2019

IJMDM

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“…The PSM function needs competent personnel to ensure access to the innovative resources of suppliers, to arrange early supplier involvement to co-create innovations and to implement those innovations in the own product or process (e.g. Bals et al, 2019;Hauser et al, 2006;Johnsen et al, 2012;Knight et al, 2014;Legenvre & Gualandris, 2018;Luzzini et al, 2015;Schiele, 2012;Slowinski, Hummel, Gupta, & Gilmont, 2009). Remarkably, (1) despite the assumed importance, a listing of distinct competences associated with innovation sourcing is absent in the literature as is shown in Section 1.2,and (2) the literature is referring solely to PSM competences in the private sector and presents standard skillsets for all PSM activities.…”

Section: Research Design the Research Objectives And The Red Threadmentioning

confidence: 99%

Purchasing skills leading to success: how to succeed in innovation sourcing

Stek

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Procurement and purchasing -skills and competences -plus successIdeally, the title of a dissertation serves as the proverbial standard that covers the load. Here the title is short -PURCHASING SKILLS LEADING TO SUCCESS -which might raise questions on what is meant with 'purchasing', 'skills' or 'success' and especially, as the subtitle suggests, on HOW TO SUCCEED IN INNOVATION SOURCING. This research aims to present those necessary skills for success in the purchasing profession and innovation sourcing, and answers are given on how higher education institutions should address these in purchasing or procurement courses. However, the first issue is determining 'purchasing' or 'procurement'. Interestingly, the etymology of "to procure" stems from the old French (procurer) and means "care for, be occupied with; bring about, cause; acquire, provide". "Procurer" is associated with the late Latin "procuro", which means "to manage"; "take care of" or "carrying out responsibilities for others" (Wageningen & Muller, 1929, p. 766; own translation). In a more modern sense, it has the meaning to "obtain" or to "recruit" and got in the late Middle Ages the connotation "to obtain (women) for sexual gratification" (Etymonline, 2020). According to the modern dictionary, it still has this meaning besides obtaining possession by particular care and effort. 1 In this dissertation, procuring will be used in the meaning of purchasing.Alike "to procure," the term "to purchase" also has an old French origin: "porchacier" or the modern French variant "pourchasser", meaning to "run after", "to hunt (or) chase (for)". Modern meanings are to "acquire, obtain; get, receive; procure, provide," and also to "accomplish or bring about; instigate; cause, contrive, plot; recruit, hire" (Etymonline, 2020). Currently, the meaning of purchasing is obtaining by "paying

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“…In this view, purchasing's involvement in OA is onesided. However, purchasing is increasingly also contributing to new technology scouting and sourcing (Lakemond Echtelt, and Wynstra 2001;Legenvre and Gualandris 2018), mobilizing supplier resources (Ellegaard and Koch 2012) and facilitating early supplier involvement in new product development (Schiele 2010). Gualandris et al (2018) conceptualise purchasing ambidexterity as a contextual capability.…”

Section: Purchasing's Role In Oamentioning

confidence: 99%

How purchasing departments facilitate organizational ambidexterity

Andersen

Ellegaard

Kragh

2020

Production Planning & Control

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Companies must pursue both exploration and exploitation of supplier's knowledge in increasingly competitive and complex production environments. This has been referred to as pursuing an ambidextrous supply strategy, extending the mobilisation of resources in pursuit of both aims beyond the borders of the lead manufacturer and into supplier organizations as well. Purchasing and supply management plays an increasingly central role in mobilizing and involving the suppliers in the pursuit of this agenda. The purpose of this paper is to contribute to the literature on organizational ambidexterity and operations management by exploring how purchasing departments contribute to the organizational pursuit of organizational ambidexterity. We explore practices followed by purchasing departments for mediating tensions between supply networks and organizational functions.

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Innovation sourcing excellence: Three purchasing capabilities for success

Cited by 42 publications

References 7 publications

An integrated core competence evaluation framework for portfolio management in the oil industry

An integrated core competence evaluation framework for portfolio management in the oil industry

Purchasing skills leading to success: how to succeed in innovation sourcing

How purchasing departments facilitate organizational ambidexterity

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