Centralizing Public Procurement in China: Task environment and organizational structure

Wang, Conghu; Li, Xiaoming

doi:10.1080/14719037.2013.770056

Cited by 22 publications

(19 citation statements)

References 14 publications

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“…The first classification dimension is recurrent in recent private and public procurement literature (e.g. Johnson et al, 2014;Wang and Li, 2014;Bals and Turkulainen, 2017) while the link between procurement organization and its status is relatively new (e.g. Luzzini and Ronchi, 2016;Tchokogué et al, 2017) and has not been addressed in the public management field.…”

Section: Discussionmentioning

confidence: 99%

“…Several empirical studies in the public procurement domain aim to explore the diffusion of procurement centralization in public institutions and the related benefits (McCue and Pitzer 2000;Giannakis and Wang 2000;Karjalainen, 2011;Glock and Broens, 2013;Wang and Li, 2014), while others compare procurement organization in public and private institutions (Laios and Xideas 1994;.…”

Section: Micro-organizational Design Aspectsmentioning

confidence: 99%

“…Most research on organizational design suggests that the level of centralization is the driving variable of procurement configuration (e.g. Arnold, 1999;Glock and Hockrein, 2011;Johnson et al, 2014;Schneider and Wallenburg, 2013;Wang and Li, 2014). For our initial qualitative description of the cases we chose to start by focusing specifically on the level of centralisation, and our choice was affirmed as it became clear that this was the predominant differentiator of the different organisational forms we observed in the case data.…”

Section: Qualitative Case Analysismentioning

confidence: 99%

See 2 more Smart Citations

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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Section: Discussionmentioning

confidence: 99%

Section: Micro-organizational Design Aspectsmentioning

confidence: 99%

Section: Qualitative Case Analysismentioning

confidence: 99%

See 1 more Smart Citation

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

Patrucco

Walker

Luzzini

et al. 2019

Journal of Purchasing and Supply Management

View full text Add to dashboard Cite

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“…Data from interviews in 2014 (relating to a speech given by former Prime Minister Zhu Rongji in Jingdezhen regarding the closing down of the 10 factories) indicated that the central government intended to retain ownership of the 10 state‐owned factories and to improve their business performance, supported by a significant amount of funding from the central government, but the mayor instead had used these funds to close the factories. Relevant research literature indicates that, in order to increase the efficiency of public strategic management, the government should consider collaboration with other strategic agents to develop multiple lenses in interpreting complicated issues in public governance, potentially leading to partnerships in major central public procurement of services and infrastructure projects (Conteh, ; Wang & Li, ). The top‐down centralized bureaucratic structure in China determined the distribution of political power, resulting in many instances of abuse similar to that of the mayor in this case.…”

Section: Government Interventions Vs Public Expectationsmentioning

confidence: 99%

Surviving local government policy intervention: the case of embedded markets within a historical cultural cluster

Zhuang

Everett

2016

Journal of Public Affairs

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China's name derives from "china" (porcelain), and "China" (pronounced as "Changnan") is the former name of Jingdezhen, the capital city of porcelain-through whose exports of "blue-and-white" china the country gained international renown. The 2200-year-old porcelain cluster in Jingdezhen has survived through multiple empires with distinct policies towards the development of the city's dominant industry. This in-depth case study examines interactions between local government and the business community to discover the effectiveness of policies and the perception of those policies by entrepreneurs through qualitative research employing Grounded Theory methodology. The centralized institutional structure in China contributes significantly to the findings of a total split of "government action" from "public perception" and leads to new considerations for policy-makers to redesign their economic development strategies and plans to engender real effects in the desired direction. This paper also provides an exemplary lesson for historical cultural clusters seeking to escape from unfavorable policy interference.

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“…Issues regarding organization are related to the handling of resources and the management of an activity (Saleh et al, 2007). The organization needs to integrate new systems to align with organizational objectives because when an organization grows, each department experiences difficulties in various types of products, services, customers, and geographical areas (Wang & Li, 2014). Choi et al, (2016) stated that for egovernment systems to fit into existing systems and vice versa, organizations must be prepared and able to regulate new systems to ensure that new systems are aligned with the organization.…”

Section: Literature Reviewmentioning

confidence: 99%

Determinants of Effective E-Procurement System: Empirical Evidence from Indonesian Local Governments

Nani¹,

Ali²

2020

Journal of Accounting and Business Dynamics

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This study investigates the effect of the Strategy-Technology-Organization-People-Environment (STOPE) variables on the effectiveness of e-procurement implementation in improving accountability, transparency, efficiency, and effectiveness of local governments in Indonesia. The population of this study is local government procurement services (or LPSE) in Indonesia. The sample, 96 LPSE, was selected using a simple random sampling method. The data was collected through questionnaires distributed via email to 289 LPSE. The respondents were 33 managers and 63 information technology professionals of local government procurement services (33% response rate). To test the hypothesis and data analysis, Partial Least Squares (PLS) was used. The findings show that strategies, objectives, integration between organizations and systems, and human resource assistance can improve the accountability, transparency, efficiency, and effectiveness of the government in implementing procurement activities

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Centralizing Public Procurement in China: Task environment and organizational structure

Cited by 22 publications

References 14 publications

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

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

Surviving local government policy intervention: the case of embedded markets within a historical cultural cluster

Determinants of Effective E-Procurement System: Empirical Evidence from Indonesian Local Governments

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