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- Waluszewski, Alexandra, et al.
(författare)
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Public Policy as Innovation Killer
- 2013
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Ingår i: The IMP Journal. - Oslo, Norge : Norwegian School of Management BI. - 2059-1403 .- 0809-7259. ; 7:1, s. 1-11
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Tidskriftsartikel (refereegranskat)
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- Frödell, Mikael, 1981, et al.
(författare)
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Integration barriers for purchasing organisation in a large construction company: towards requisite disintegration
- 2013
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Ingår i: The IMP Journal. - 0809-7259. ; 7:1, s. 46-58
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Tidskriftsartikel (refereegranskat)abstract
- Developing the purchasing organisation is an ongoing challenge for large contractors where internal and external perspectives need to interplay. The aim of this paper is two-fold: firstly, the development of a theoretical framework to characterise the purchasing organisation and secondly, to analyse the limited adoption of integrated purchasing through an analysis of barriers to integration. The theoretical standpoint is underpinned by purchasing organisation theory and by literature on internal and external integration as well as barriers to integration. Based on a two-year case study, the paper presents the status of the purchasing organisation and the barriers to further integration as originating from the strategic purchasers of the contractor. The perceived barriers question full integration internally and externally. The perceived barriers encompass low framework agreement status compared to orders, inconsistent ways of working in the projects and dispersed geographical location and sub-markets. The barriers to integration stem from both attitudinal and industrial matters, whilst institutional barriers are not identified. The paper therefore proposes a differentiated, requisitely disintegrated, purchasing organisation designed to manage the diverse supplier population. In contrast to those advocating a tighter internal and external integration, this paper suggests a requisite balance between integration and specialisation of the purchasing activities.
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- Koch, Christian, 1958, et al.
(författare)
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Strategic Sourcing Development–Emerging Resource Combination and Knowledge Interaction
- 2013
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Ingår i: The IMP Journal. - 0809-7259. ; 7:1, s. 12-23
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Tidskriftsartikel (refereegranskat)abstract
- This paper contributes to the understanding of strategic sourcing through resource combination, with focus on knowledge interactions. The IMP approach, and especially the resource combination framework, views knowledge interaction as embedded in business relationships. Knowledge is understood as having soft and hard aspects and involving both inter- and intra-organizational interactions, as well as emergent physical and organizational resource combinations, such as IT systems, aimed at enabling virtual organizing, and humans acting as boundary spanners.Two case studies of enterprise journeys are conducted. Especially the last five years both companies experience change in the resource combination, first the physical and then the organizational, adjusting the mechanisms to improve knowledge interaction and competence within their value chain and inter- and intra-organizational processes.One SME, re-organizes its processes and integrates knowledge through a specific resource and knowledge interaction setup and breaks out of the SME category; the other, medium sized, de-organizes into an SME and does some resource combination through virtual organizational elements, emphasizing virtual knowledge interaction through IT systems and through the concentration of offshored activities using physical, intermediary control elements. As resource combination and knowledge interaction becomes more complex, the companies shift from more loose relationships to tighter subsidiary types.
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