International Purchasing Strategies of Multinational U.S. Firms

Min, Hokey; Gallé, William P.

doi:10.1111/j.1745-493x.1991.tb00535.x

Cited by 96 publications

(99 citation statements)

References 5 publications

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“…From these, only H1j was accepted, much in line with previous research (e.g., Birou and Fawcett, 1993;Min and Galle, 1991) who found lower cost to be a critical import motivation factor. Notably though, the variance of the dependent variable (i.e., setting imports as a corporate objective) that was explained was very weak (adjusted R 2 : .04 percent).…”

Section: [Insert Table 4 About Here]supporting

confidence: 63%

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Attainment of competitive advantage by the exporter–importer dyad

Chryssochoidis

Theoharakis

2004

Journal of Business Research

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Although experience shows that the exporter and importer jointly contribute towards the attainment of competitive advantage, past studies have separately examined exportrelated characteristics or import barriers. This article identifies a subset of critical factors that illustrate how the exporter-importer dyad creates and maintains competitive advantage. Based on a sample of Greek importers, a path analytic model was developed that empirically demonstrates that product technology sophistication, product and service quality and importer strategic objectives are important for the attainment of competitive advantage while price competitiveness and trust upon the exporter are not.

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Section: [Insert Table 4 About Here]supporting

confidence: 63%

“…The above implies that the E-I dyad's attainment of competitive advantage depend on imports being a strategic objective for the importer. In addition, several studies identified lower cost as a critical factor for import motivation (e.g., Birou and Fawcett, 1993;Min and Galle, 1991 …”

Section: Importer Objectivesmentioning

confidence: 99%

Attainment of competitive advantage by the exporter–importer dyad

Chryssochoidis

Theoharakis

2004

Journal of Business Research

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“…These questions were compiled from existing literature (Carter and Vickery, 1988;Carter and Narsimhan, 1990;Min and Galle, 1991;Spekman, 1991;Birou and Fawcett, 1993;Min and Galle, 1993;Murphy and Daley, 1995). The questionnaire was pilot tested for content validity on ten organizations in India, prior to mass mailing.…”

Section: Methodsmentioning

confidence: 99%

International procurement practices of Indian firms

Kolhatkar¹,

Kulkarni²

2013

Afr. J. Bus. Manage.

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The study of Indian managers has been undertaken in response to the continuous increase in international activity in the area of procurement. This study is a step in the direction of fulfilling the information requirements of procurement managers around the globe. Based on the statistical findings, it can be concluded that there existed a significant difference in the procurement practices of Indian managers. To meet rising competitive pressures, international sourcing will thus be one of the answers. Managers internationally, will seek increased information on this area. This study seeks to fill the information gap. The result of the survey supports the concept that the practices of the respondents reflect the conditions and requirements of the environment both from the economic/political and social/cultural points of view.

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“…Many of the older studies cover related topics such as: purchasing volumes [7], motives for and obstacles to international procurement [7][8][9][10][11][12][13][14][15][16], supplier management [17][18][19][20], organisational issues [13,21] and the strategic integration of the procurement function [9,11,[22][23][24][25][26]. But these studies, according to Quintens [27], are often of anecdoticdescriptive nature.…”

Section: The Challenges Of Sourcing From Emerging Marketsmentioning

confidence: 99%

Organisational support: an empirical investigation into the effect of organisational support on the success of emerging market sourcing

2009

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Global Sourcing'' has received a great deal of attention recently, as companies strive for new sources of competitive advantage in the face of increasing global competition. Alongside the undisputed role that supplier management plays in assuring sourcing success, organisational aspects can also be shown to play an important part in the field of global sourcing. This paper is a first systematic attempt to identify the factors that can successfully promote the execution of sourcing projects in ''emerging markets''. The success factors are derived from the literature of related areas of research. The analysis adopts an internal perspective, although external factors residing in the relationship with the supplier and the external environment are indirectly taken into account by incorporating research on project and innovation management-both very flexible approaches for highly uncertain environments. The findings allow the identification of clearly relevant success factors in sourcing from emerging markets and are integrated in a model designed to explain the impact of organisational support in this venture. The partial least squares method (PLS) is used to test the model on a set of 96 cases. The data originates from a survey of sourcing managers from Europe, mainly in the manufacturing and automotive industries.

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International Purchasing Strategies of Multinational U.S. Firms

Cited by 96 publications

References 5 publications

Attainment of competitive advantage by the exporter–importer dyad

Attainment of competitive advantage by the exporter–importer dyad

International procurement practices of Indian firms

Organisational support: an empirical investigation into the effect of organisational support on the success of emerging market sourcing

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