Interrelationships among key aspects of the organizational procurement process

Hunter, Gary K.; Bunn, Michele D.; Perreault, William D.

doi:10.1016/j.ijresmar.2005.10.001

Cited by 51 publications

(21 citation statements)

References 88 publications

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“…We mainly use key informants from the purchasing department (cf. Gao et al, 2005) given that the purchasing department usually plays a significant role in supplier selection decisions and has a relatively complete knowledge about the decision process (Hunter et al, 2006). Following related research (e.g., Ellis et al, 2010), we limit our sample to manufacturing firms, because industrial buying differs between manufacturing and non‐manufacturing firms (Spekman, 1988) and we only include respondents that have a central role in making the supplier selection decision (Kumar et al, 1993).…”

Section: Methodsmentioning

confidence: 99%

Reducing uncertainty in supplier selection decisions: Antecedents and outcomes of procedural rationality

Riedl¹,

Kaufmann²,

Zimmermann³

et al. 2012

J of Ops Management

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a b s t r a c tSupplier selection decisions are characterized by a high degree of uncertainty. We draw upon the behavioral operations management and decision-making literatures to examine factors that lead to the adoption of procedural rationality as a decision strategy. In addition, we emphasize the effect of procedural rationality on decision-makers' perceived uncertainty and subsequent supplier decision performance. Our structural equation model with cross-country survey data from 461 respondents in the United States and China reveals that (i) organizational, situational, and personal antecedents significantly influence the use of procedural rationality, (ii) procedural rationality is effective in reducing uncertainty in supplier selection decisions, and (iii) the reduction in decision uncertainty improves supplier decision performance. We also emphasize contextual idiosyncrasies between China and the United States.

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Section: Methodsmentioning

confidence: 99%

Reducing uncertainty in supplier selection decisions: Antecedents and outcomes of procedural rationality

Riedl¹,

Kaufmann²,

Zimmermann³

et al. 2012

J of Ops Management

View full text Add to dashboard Cite

show abstract

“…Buying situations and the business buyers determine circumstances for brand repute that might be a significant factor in purchase decision (Mudambi 2002). Procedural control has a key role in guiding for purchase evaluation in terms of well-set policies; methods and practices (Hunter et al, 2006).…”

Section: Organizational Factorsmentioning

confidence: 99%

Empirical Review of Factors Affecting Buying Behavior in Hei’s of Khyber Pakhtoonkhwa Province (Pakistan)

Khattak

Shah

Khan

et al. 2021

HSSR

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Purpose of the study: The purpose of this study was to highlight factors that affect buying practices in higher education institutions. Methodology: A questionnaire was used to collect primary data from respondents of higher education institutions of Khyber Pakhtunkhwa (Pakistan). Correlation & Regression tests were applied with the help of SPSS for checking association and cause and effect relationship between predictors and criterion variables. Main findings: Findings of the study reveal that institutional goals, objectives, policies & procedures regarding the purchase, relationship with the suppliers & their credibility, product knowledge, and intangibility are some key factors that affect the buying behavior of individuals in institutions. Applications of the study: Study will help institutional buyers in particular and others in general to reduce brand sensitivity & risk associated with the purchase by following established procedures and policies. The study will help marketers in devising corporate and marketing strategies in different environments to overcome competition. Novelty/Originality of this study: The area of institutional buying in terms of branding has been largely ignored by researchers and academicians previously due to which this area remained underdeveloped theoretically. The study reveals the importance of various factors in institutional buying context and knowledge of these factors will help institutional buyers in particular and others in general, in reducing risk and uncertainty, by overcoming the complexity involved in institutional buying patterns.

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“…However, effective management of a buying process has become a key competitive advantage for most industrial organizations. Indeed, buying has continuously become better structured, more sophisticated, and more professional (Hunter, Bunn, & Perreault, 2006). Advances in value-based procurement seem to increase the demand for VBS capabilities.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Value-based selling: An organizational capability perspective

Töytäri

Rajala

2015

Industrial Marketing Management

116

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Creating superior customer value is central to a company's success in competitive markets. In their quest to increase customer-perceived value, many industrial companies are moving toward customer value-focused sales management. Research-based knowledge of how to manage customer value-based sales operations remains sparse, however, with most of the customer value literature focusing on concepts of value, not their application. By exploring the emerging practices of value-based selling and linking the findings to the body of knowledge on value creation and capture, this study investigates organizational capabilities that contribute longitudinally and relationally to increased customer-perceived value in sales management practice. Our empirical investigation employs nine globally operating industrial companies in an exploratory multiple case study setting. The data collection methods consist of interviews, practice benchmarking workshops, focus groups, and reviews of value assessment tools. The findings of our abductive research process improve the theoretical understanding of organizational capabilities required to improve customer perceived value in business-to-business (B2B) exchange, based on a wider conceptualization of the operational, strategic, symbolic, and social dimensions of customer value. For managers, our study identifies the essential capabilities required for value-based selling, illustrates managerial practices to implement those capabilities, and provides guidance on value proposition design, value quantification, and value communication.

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Interrelationships among key aspects of the organizational procurement process

Cited by 51 publications

References 88 publications

Reducing uncertainty in supplier selection decisions: Antecedents and outcomes of procedural rationality

Reducing uncertainty in supplier selection decisions: Antecedents and outcomes of procedural rationality

Empirical Review of Factors Affecting Buying Behavior in Hei’s of Khyber Pakhtoonkhwa Province (Pakistan)

Value-based selling: An organizational capability perspective

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