Global sourcing practices: the perceived importance of success factors and issues of actual implementation

Mohamad, Marini Nurbanum; Julien, Denyse; Kay, John M.

doi:10.1080/13675560903181535

Cited by 7 publications

(18 citation statements)

References 13 publications

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“…trust) is prominent in past research (e.g. Giannakis et al, 2012;Knudsen & Servais, 2007;Millington et al, 2006;Fredriksson & Jonsson, 2009;Mohamad et al, 2009; also list relationship quality and focus on the moderating effects of ethical climate, while Reuter et al (2010) analyze how sustainability issues are incorporated into the buyer-supplier relationship).…”

Section: Strategy Determinants Of Global Purchasing Successmentioning

confidence: 99%

“…Three papers use mixed methods by combining case study and/or workshop insights with survey results (e.g. Mohamad et al, 2009). The other half relies on quantitative methods referring to quantitative survey data.…”

Section: Theoretical Foundations In Purchasing and Supply Chain Managmentioning

confidence: 99%

“…the extent to which international responsibilities and decision authority is dispersed from top to lower management levels). Gonzalez-Padron et al, 2008;Quintens et al, 2006a;Nassimbeni, 2006;Trautmann et al, 2009 Involvement (12) Giannakis et al, 2012;Gonzalez-Padron et al, 2008;Trautmann et al, 2009;Manuj & Mentzer, 2008;Bygballe et al, 2012;Quintens, Matthyssens, & Faes, 2005;Quintens et al, 2006b;Mohamad et al, 2009;Kusaba et al, 2011;Hultman et al, 2012;Sinkovics et al, 2011;Wang et al, 2011 Specialization (11) Gonzalez-Padron et al, 2008;Nassimbeni, 2006;Reuter et al, 2010;Bygballe et al, 2012;Quintens et al, 2005;Quintens et al, 2006b;Mohamad et al, 2009;Fredriksson & Jonsson, 2009;Kusaba et al, 2011;Wang et al, 2011 Configuration (3) Bygballe et al, 2012;Mohamad et al, 2009 Standardization (21) Bygballe et al, 2012;Carter et al, 2008;Chan et al, 2008;Christopher et al, 2011;Fredriksson & Jonsson, 2009;Giannakis et al, 2012;Kotabe et al, 2008;Kusaba et al, 2011;Manuj & Mentzer, 2008;Mohamad et al, 2009;Maltz et al, 2011;…”

Section: Structure Determinants Of Global Purchasing Successmentioning

confidence: 99%

“…But if this fact means that their relative influence (compared to supplier management) on the purchasing performance is significantly lower as well, is not researched so far. Millington et al, 2006;Giannakis et al, 2012;Gonzalez-Padron et al, 2008;Chan et al, 2008;Nassimbeni, 2006;Reuter et al, 2010;Steinle & Schiele, 2008;Quintens et al, 2006a;Quintens et al, 2006b;Christopher et al, 2011;Mohamad et al, 2009;Fredriksson & Jonsson, 2009;Gelderman & Semeijn, 2006;Sinkovics et al, 2011;Deane et al, 2009;Wang et al, 2011 Sourcing object (9) Trautmann et al, 2009;Quintens et al, 2006a;Nassimbeni, 2006;Steinle & Schiele, 2008;Quintens et al, 2006a;Quintens et al, 2006b;Gelderman & Semeijn, 2006;Wang et al, 2011;Ruamsook et al, 2009 Location (10) Nassimbeni, 2006;Quintens et al, 2006a;Quintens et al, 2006b;Fredriksson & Jonsson, 2009;Maltz et al, 2011;Tsai et al, 2009;Carter et al, 2008;Deane et al, 2009;Wang et al, 2011;Timing (3) Christopher et al, 2011Fredriksson & Jonsson, 2009;Ruamsook et al, 2009 ( ) = number of papers published between 2006 and 2012…”

Section: Strategy Determinants Of Global Purchasing Successmentioning

confidence: 99%

“…Process frameworks are still common today and are, for instance, used in order to analyze the differences in the perception of success drivers at different stages of international purchasing (e.g. Mohamad et al, 2009), and for analyzing the development of supplier relationships (e.g. Hultman et al, 2012;Knudsen & Servais, 2007).…”

Section: Research Streams Identified In Past Reviewsmentioning

confidence: 99%

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Determinants of International Purchasing Success: An Analysis of the Status Quo of Research

Tressin

Richter²

2014

MOS

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International purchasing is one of the most important strategic topics for managers, and attracts more and more interest among researchers. The literature review in this article analyzes the status quo of theoretical knowledge and empirical research in international purchasing. We find that, owing to the relatively recent focus on international purchasing as a scientific field, research often still lacks strong theoretical foundations, does not make enough use of advanced empirical methods, and still lacks systematic insights on the intricacies of purchasing success. Building on what progress has been made in past studies, we provide a strategy and structure framework of determinants of international purchasing success that seeks to contribute to clearer theoretical thinking in the discipline and offers a formidable platform for the design of future empirical research.

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Section: Strategy Determinants Of Global Purchasing Successmentioning

confidence: 99%

Section: Theoretical Foundations In Purchasing and Supply Chain Managmentioning

confidence: 99%

Section: Structure Determinants Of Global Purchasing Successmentioning

confidence: 99%

Section: Strategy Determinants Of Global Purchasing Successmentioning

confidence: 99%

Section: Research Streams Identified In Past Reviewsmentioning

confidence: 99%

See 3 more Smart Citations

Determinants of International Purchasing Success: An Analysis of the Status Quo of Research

Tressin

Richter²

2014

MOS

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Organizational structure characteristics’ influences on international purchasing performance in different purchasing locations

Richter

Schlaegel

Midgley

et al. 2019

Journal of Purchasing and Supply Management

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Mind the perception gap

Lü¹,

Ertek²,

Sevinç³

2019

IJPDLM

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Purpose A perception gap refers to the differences in perception among the stakeholders regarding any aspect of the supply chain relationship. The purpose of this paper is to investigate the perception gap among service supply chain partners relating to the relative importance of key performance indicators (KPIs) and the association of this gap with service performance. Design/methodology/approach This paper presents an integrative framework that combines statistical methods and data envelopment analysis for computing perception and performance gaps, and for identifying the association between the gaps. The study follows a middle-range theorizing research approach where general inferences are induced from instances, and a theory can be developed from the observation of empirical reality. Findings Analysis of data from a leading global insurance service supply chain suggests that perception gap exists and can be recognised as a factor associated with performance gaps. The results suggest that the perception gap not only affects performance but can also be tracked as a meta-KPI to improve performance throughout the service supply chain. Practical implications The key implication of the presented research is that service companies can identify and resolve the differences in perceptions regarding the importance of the KPIs, by methodologically computing the gaps and tracking them as meta-KPIs. Originality/value The study extends the theoretical boundary of supply chain performance management by introducing the perception and performance gaps as novel meta-KPIs. These meta-KPIs can be computed through the integrative framework developed in the study.

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Global sourcing practices: the perceived importance of success factors and issues of actual implementation

Cited by 7 publications

References 13 publications

Determinants of International Purchasing Success: An Analysis of the Status Quo of Research

Determinants of International Purchasing Success: An Analysis of the Status Quo of Research

Organizational structure characteristics’ influences on international purchasing performance in different purchasing locations

Mind the perception gap

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