| 1. |
|
|
| 2. |
- Jonsson, Patrik, 1967, et al.
(author)
-
Global sourcing strategies in transition: An outsourcing study in the apparel industry
- 2010
-
In: Proceedings of the Annual NOFOMA conference 2010.
-
Conference paper (peer-reviewed)abstract
- The objective is to explain what internally and externally related forces have driven apparel companies sourcing strategies in the past, and outline how these companies could take action in the future. A framework of driving forces for having to take outsourcing decisions is generated, and used and further developed into a conceptual model in the analysis and discussion.A theoretical framework is generated from apparel supply chain studies and general literature on outsourcing, supplier relations, manufacturing strategy. Cross-case analysis of three apparel companies with several decades of outsourcing decisions is the basis for generating the model.A theoretical framework and model of driving forces to outsourcing in the apparel industry has been generated. We distinguish between apparel industry and market related and political society external forces, and four internally driving forces. The externally driving forces can either push a company from a location or pull it to a new location. The past and potential future importance of individual forces is discussed. The study has focus on the past forces. We have identified some important dimensions that could be driving future sourcing strategies and outsourcing decision. These could be used as dimensions in scenario analysis evaluating the attractiveness of future sourcing locations.The generated framework and model could be used by managers to understand and map their external and internal driving outsourcing forces. The theoretical contributions lies in explaining the driving forces and their change processes and form a conceptual model of driving forces for outsourcing.
|
|
| 3. |
|
|
| 4. |
- Moses, Anna, 1978, et al.
(author)
-
Cross-functional Involvement in Supplier Selection
- 2006
-
In: Moving up the Value Chain, EurOMA, 18-21 June, Glasgow, UK, Editors: Kepa Mendibil & Alina Shamsuddin. ; , s. 875-884
-
Conference paper (other academic/artistic)
|
|
| 5. |
- Moses, Anna, 1978
(author)
-
Cross-functional make or buy decision process ownership
- 2011
-
In: Management Research Review. - : Emerald. - 2040-8269. ; 34:9, s. 1042-1060
-
Journal article (peer-reviewed)abstract
- The purpose of this paper is to explore the area of process ownership and management in cross-functional make-or-buy decision processes. Design/methodology/approach: Multiple case studies are used including both a longitudinal in-depth case study and two retrospective case studies. The data were analyzed using cross-case comparison as well as analysis through existing literature in the field of make-or-buy decision processes, after which propositions for further research were developed. Findings: The propositions found concern in the fact that the function being responsible for the industrial network also should own the decision process. Letting research and development become a more powerful decision maker and distinguish between different types of make-or-buy decisions are also important aspects to consider. Research limitations/implications: The findings are a first attempt in creating a foundation for future research in the area of process ownership and management of make-or-buy decisions. A future need to further develop these propositions is essential. Practical implications: The function mostly affected by the outcome of the decision should be in charge of the process, and should also be process manager. The process owner should create awareness of different types of make-or-buy decisions. Originality/value: Recently, make-or-buy decision processes are considered strategic decision processes, but neither in research nor industry is it clear who should own and manage these decision processes. The paper stretches this fact and brings forth possible owners
|
|
| 6. |
- Moses, Anna, 1978
(author)
-
Designing and Managing Cross-Functional Make or Buy Decision Processes
- 2009
-
Doctoral thesis (other academic/artistic)abstract
- Cross-functional make or buy decision processes are strategic decision processes. The outcome of a make or buy decision affects competitive advantage, strategic development and leads to changes in internal and external relations. When trying to make a strategic decision concerning make or buy there are several functions that will have to be included, since the decision requires input regarding both existing and future possibilities. Furthermore, the outcome of the decision will affect the organisation not only in the long-term but also in its day-to-day operations. These are all important reasons for designing and managing the cross-functional make or buy decision process. Current research indicates that there is no one best way in which all organizations can reach make or buy decisions but that these processes need to be cross-functional. There is a need to understand the functional involvement with its differences and consequences in make or buy decision processes. The purpose of this dissertation is to develop knowledge of design and management of cross-functional make or buy decision processes. The main contribution of the literature used in this dissertation is to establish existing research in the field of cross-functional make or buy decision processes. Several decision process models are outlined and their pros-and-cons are analysed. The research gaps found are the basis for three research questions that together lead to the development of knowledge regarding design and management of cross-functional make or buy decision processes. Empirical data were collected from an in-depth, longitudinal case study and two shorter case studies. The cross-functional make or buy decision process is an iterative process including at least five phases, from initiating an investigation to follow-up on the outcome. The process needs different depth of functional integration in the phases in order to be able to move forward efficiently. Therefore, the cross-functional integration is shifting in the five phases, making the process change in resources. The design of the cross-functional make or buy decision process is shaped by at least eight characteristics. These characteristics are organizational position, time for development, complexity of products, designation of process owner, make or buy strategy, production systems, customer relations and supplier relations. They shape the design by determining which functions should be involved, the extent of their involvement, which phases are needed, the number of options for make or buy, formality of the process, importance of the process, information flows and process time, thus due to the process being cross-functional there are consequences. The cross-functional make or buy decision process has disadvantages with regards to several information flows, several functional strategies, power distribution and resource-consumption. However, the advantage is that a focused make or buy strategy can be obtained, resources allocated correctly, and an up-to-date view of the internal and external environment.
|
|
| 7. |
- Moses, Anna, 1978, et al.
(author)
-
Dimensions of change in make or buy decision processes
- 2008
-
In: Strategic Outsourcing. - : Emerald. - 1753-8297 .- 1753-8300. ; 1:3, s. 230-251
-
Journal article (peer-reviewed)abstract
- Purpose The purpose of this paper is to determine the dimensions along which make or buy decision processes change over time. Design/methodology/approach The paper is based on a longitudinal in-depth case study of a large industrial company, where the data were collected using interviews, documentation and observations. The data were analyzed using chronological patterns, and findings were then compared with the literature on make or buy decision processes. Findings Nine dimensions were found along which the make or buy decision process had changed over time. The dimensions were cross-functionality, structure, regularity, formality, awareness, mandatory, information distribution and management and flexibility. The causes of the changes were related to a combination of company internal and external events and contexts. Research limitations/implications The findings should be seen as a first attempt in assisting in the creation of a foundation for constructing more dynamic make or buy decision process models. However, since the findings are based on a single case, they need to be complemented by more research in order to help determine how context sensitive the identified dimensions are. Practical implications The nine dimensions of change can be used as a checklist for managers in designing their decision process. Originality/value The paper adds to existing research, which takes a static viewpoint and does not include a dynamic perspective, in that, the longitudinal nature of our research creates opportunities for developing more dynamic make or buy decision process models. The paper clarifies how make or buy decision processes develop over time, and how they cannot be seen as a one-time implementation but rather as a process that needs both structure and flexibility.
|
|
| 8. |
|
|
| 9. |
- Moses, Anna, 1978, et al.
(author)
-
Nature of functional involvement in make or buy decision processes
- 2009
-
In: International Journal of Operations and Production Management. - : Emerald. - 1758-6593 .- 0144-3577. ; 29:9, s. 894-920
-
Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to investigate the nature of functional involvement in the cross-functional make or buy decision process. Design/methodology/approach: The paper is based on literature within the areas of cross-functional make or buy decision processes as well as cross-functional process research in general. The empirical part of the paper is a longitudinal and in-depth case study, where the data are collected using interviews, documentation and observations. The data are analyzed using chronological patterns. Findings: Findings indicate a changing pattern between close collaborative integration during decision-making phases and more interaction-focused integration during data-gathering phases. The benefits of this integration pattern mainly lay in the effective use of resources combined with increased decision quality. Research limitations/implications: The results are based on a large manufacturing company that produces complex products. It can be suggested that the scene researched by the authors may be common for companies in the same environment. However, it is a limited sample and future research would benefit from investigating different environments to establish whether the results are context-specific or not. Practical implications: Five phases are found in the make or buy decision process where resources are used differently. Also, different functions have different roles during these phases in order not to drain resources. Originality/value: The paper helps clarify how functions integrate and use resources during different phases of the make or buy decision process and the cross-functional benefits and effects. A conceptual model is developed that explains the effect of functional involvement during different types of integration. © Emerald Group Publishing Limited.
|
|
| 10. |
|
|
