International purchasing offices in China: A dynamic evolution model

Jia, Fu; Lamming, Richard; Sartor, Marco; Orzes, Guido; Nassimbeni, Guido

doi:10.1016/j.ibusrev.2013.09.006

Cited by 26 publications

(36 citation statements)

References 52 publications

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“… high: ≥10% revenue contributed by China and ≥20% China sourcing ratio; medium: ≥10% revenue contributed by China or ≥20% China sourcing ratio; low: <10% revenue contributed by China and <20% China sourcing ratio (Jia, Lamming, Sartor, Orzes & Nassimbeni, ). …”

Section: Methodsmentioning

confidence: 99%

Responses to Supplier‐Induced Disruptions: A Fuzzy‐Set Analysis

Reimann

Kosmol

Kaufmann

2017

J Supply Chain Manag

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Supplier‐induced disruptions are critical events that can either lead to dysfunctional conflict or spark more fruitful collaboration in buyer–supplier interactions. However, the focus on a single level of analysis in existing research has limited our ability to better understand the complex mechanics linking supplier‐induced disruptions and their consequences. Recognizing this need to bridge different levels of analysis, our study builds on event system theory and presents an in‐depth qualitative investigation of 60 response processes following supplier‐induced disruptions in Western–Chinese buyer–supplier relationships. Using fuzzy‐set qualitative comparative analysis (fsQCA), we explore how cognitive, behavioral, and structural factors across the individual and organizational levels of analysis combine in complex ways to give rise to either dysfunctional conflict or constructive interaction in the aftermath of supplier‐induced disruptions. Because little is known about the cognitive underpinnings of responses to supply chain disruptions, we investigate the specific role of managerial cognition. To do so, we employ a cognitive‐linguistic approach, which maintains that subtle differences in language reflect differences in cognition, for the textual analysis of our 101 interviews across 20 companies. The configurational fsQCA across the individual and organizational level identifies two archetypes associated with dysfunctional conflict and three archetypes associated with constructive interaction. These findings are the foundation of a middle‐range theory for responses to supplier‐induced disruptions that bridges different levels of analysis and accounts for the role of managerial cognition.

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Section: Methodsmentioning

confidence: 99%

Responses to Supplier‐Induced Disruptions: A Fuzzy‐Set Analysis

Reimann

Kosmol

Kaufmann

2017

J Supply Chain Manag

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“…If an organization were in the position to establish a new procurement department its status could be steered by giving it a strategic position within the organization (Johnson et al, 2014). The procurement status is reflected in its position on the organizational chart, its interaction with other functions, its perception by top management, its involvement in the strategic planning process and the level of procurement in the firm (Pearson et al 1996;Jia et al, 2014).…”

Section: Macro-organizational Design Aspectsmentioning

confidence: 99%

“…Giunipero and Monczka 1997), procurement categories (e.g. Jia et al, 2014) or procurement sub-processes such as strategic and tactical tasks (Monczka et al 2015).…”

Section: Micro-organizational Design Aspectsmentioning

confidence: 99%

Which shape fits best? Designing the organizational form of local government procurement

Patrucco

Walker

Luzzini

et al. 2019

Journal of Purchasing and Supply Management

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The way that public procurement activities are organized has an impact on the performance of public institutions. By reviewing the literature on public procurement organization dimensions this study offers a conceptual framework for public procurement organizational design, distinguishing between the macro, micro and process level dimensions. The framework is tested across the procurement departments of 15 local governments in Wales and Italy. We identify six alternative organizational configurations, differing in their level of centralization and their procurement status within the institution. Their suitability and potential for redesign depend on several internal and external contextual factors (goals, government decision, regulation, geographical environment) in line with the contingency view of organizational design. AbstractThe way that public procurement activities are organized has an impact on the performance of public institutions. By reviewing the literature on public procurement organization dimensions this study offers a conceptual framework for public procurement organizational design, distinguishing between the macro, micro and process level dimensions. The framework is tested across the procurement departments of 15 local governments in Wales and Italy. We identify six alternative organizational configurations, differing in their level of centralization and their procurement status within the institution. Their suitability and potential for redesign depend on several internal and external contextual factors (goals, government decision, regulation, geographical environment) in line with the contingency view of organizational design.

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“…Literature review: data and knowledge protection A database search [1] was performed using the terms: "data protection/security", "information protection/security", and "knowledge protection/security", combined with "outsourcing", "international sourcing" and "offshoring". These terms were queried in the keywords, title, or abstract of the article under consideration [2]. …”

Section: A Premise: Service Outsourcing/offshoringmentioning

confidence: 99%

“…(2) Legal dimension, concerning the legislative framework under which the company and its partners or suppliers operate (Kennedy and Clark, 2006;Pai and Basu, 2007). (3) Technical dimension, involving the company's IT infrastructures and tools for data and knowledge protection (Haugen and Roger Selin, 1999;Chang and Yeh, 2006).…”

Section: Introductionmentioning

confidence: 99%

Security risks in service offshoring and outsourcing

Nassimbeni

Sartor

Dus

2012

Industrial Management &Amp; Data Systems

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Purpose – Service outsourcing/offshoring represents an increasing phenomenon. Several factors (e.g. cost reduction, flexibility, access to new technologies and skills, access to new markets, focus on core activities) motivate the location of (IT or business) processes abroad and/or out of the companies’ boundaries. This choice determines also relevant risks. Knowledge and data protection constitutes one of the most relevant issues in service outsourcing/offshoring because it can strongly affect the success of these projects. The purpose of this paper is to propose an assessment framework that highlights the main risks of offshoring and outsourcing projects. Design/methodology/approach – Building on the model developed by Monczka et al. (2005), this work proposes a FMEA assessment framework that highlights the main risks of offshoring and outsourcing projects, their causes, effects and some possible (preventing/correcting) actions. The proposed framework has been implemented and tested in a multinational company for a long time involved in service offshoring/outsourcing projects. Findings – Adopting a failure mode and effect analysis (FMEA) approach, the study describes the main possible failures, their causes, effects and possible (preventive and corrective) actions, along all of the phases of typical outsourcing/offshoring projects. Originality/value – The paper develops an assessment framework able to identify the security risk profile of companies engaged in outsourcing/offshoring projects by considering the technical, legal and managerial aspects jointly; and detecting the causes of possible security failures and the related preventive and corrective actions

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International purchasing offices in China: A dynamic evolution model

Cited by 26 publications

References 52 publications

Responses to Supplier‐Induced Disruptions: A Fuzzy‐Set Analysis

Responses to Supplier‐Induced Disruptions: A Fuzzy‐Set Analysis

Which shape fits best? Designing the organizational form of local government procurement

Security risks in service offshoring and outsourcing

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