Tactics of Lateral Relationship: The Purchasing Agent

Strauss, George

doi:10.2307/2390853

Cited by 171 publications

(48 citation statements)

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“…The groundwork to the study of micropolitics in organization has been established by scholars such as Burns (1961), Cyert and March (1963), Pettigrew (1973), Strauss (1962), just to mention a few. It was argued that the context of organizational decision making was a political activity whereby members used political strategies to achieve their organizational and personal goals.…”

Section: Review Of Literaturementioning

confidence: 99%

The Micropolitics of School Principals’ Decision Making in Nigeria: Principals’ Perspective

Olayiwola¹,

Alabi²

2015

IJELM

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This study depicted a micropolitical analysis of school principals’ decision making as regards the influence of formal and informal groups on school administrative processes from the point of view of principals. It was based on descriptive survey study of all 24 public secondary schools within Ile-Ife community, Osun State, Nigeria, out of which a sample of 10 schools was purposively selected. The instrument for data collection was an open-ended questionnaire titled “The micropolitics of school principals’ decision making in Nigeria: Principals’ perspective”. The results showed that decisions’ themes focused on improving quality of teachers and physical facilities in schools. The formal groups responsible for these decisions were principals, teachers, government officials, and parents. The informal groups were watchmen or night guards, non-governmental organizations, mass media agencies, students, and landlords. The study concluded that a complex micropolitical interaction existed in the decision-making processes of school principals due to formal and informal groups’ participation, a consequent of School-Based Management Committee (SBMC) system.

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Section: Review Of Literaturementioning

confidence: 99%

The Micropolitics of School Principals’ Decision Making in Nigeria: Principals’ Perspective

Olayiwola¹,

Alabi²

2015

IJELM

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“…They argue that the participation of diverse departments in a purchase decision increases the functional expertise and purchasing-related responsibilities of the buying center. Johnston and Bonoma (1981) and Strauss (1962) have suggested that the buying-center participation (or involvement) be operationalized as the number of departments or functional areas of a firm for a specific purchase decision [in our case, purchase of new technologies]. In this stream of research, McCabe (1987) used the number of different departmental authorities in a purchase decision to examine the scope of the buying center.…”

Section: Measurementmentioning

confidence: 99%

Utilization of new technologies: organizational adaptation to business environments

Kim

Pae

2007

J. of the Acad. Mark. Sci.

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The practice of introducing new technologies into the corporate environment has become a well-accepted principle for sustaining or advancing competitive advantages. The current study focuses on the environmental and managerial factors associated with the successful utilization of new technologies. To this end, the suggested framework examines the efforts put forth by the two parties involved (the firm buying and the firm supplying the new technology). We use 112 matched data collected from the suppliers and buyers of the customer relationship management (CRM) system in business-to-business markets. We find that the perceived turbulence of business environments stimulates adaptive efforts from both the supplying and buying firms, which may lead to a high level of utilization of new technologies for the buying firm.Most organizations introduce new technologies into their corporate environment with the strategic intent of sustaining or advancing their competitive positions in the marketplace. Innovation is the lifeblood of firms that determines their chances of survival and growth in dynamic markets (Cane 2006). While many organizations derive benefits from such investments, recent reports suggest that these cases may be in the minority (Tidd et al. 1997). One reason for this phenomenon is the firm's failure to attain a sufficient level of organization-wide utilization of the purchased technologies (Swanson and Ramiller 1997;Trott 1998). Previous literature on innovation focuses on a number of issues associated with the decision to procure organizational technologies such as the buying firm's corporate structure or disposition towards innovativeness, but the seller's role in the process has been neglected.The purpose of this paper is to advance the understanding of the organizational utilization of technology by pushing the scope of research in two distinct directions: (1) to look beyond the initial decision to purchase and to the phase of utilization; and (2) to widen the framing of the research problem to include seller's effort. Towards this end, we explore how factors intrinsic to the buying firm (the proactive purchase of new technology and the scope of participation of the buying center) and the seller's post-sale services may expedite the utilization of a new technology within the buying firm.The technology selected for the current study is the customer relationship management (CRM) system. Specifically, the CRM software package is designed to improve any given organization's customer retention level by integrating the front-and back-offices with access to the firm's customer records. That is, by integrating customer records with the firm's accounting, inventory, and distribution data, the CRM software should facilitate speedier service to customers, minimize errors in fulfilling orders, and improve overall sales productivity and organizational efficiency. Moreover, the flexibility of CRM systems enables them to be customized according to the needs of the user firm: i.e., installing software packages into the...

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“…They may also engage in unauthorized activities within their own firms to help fulfill their personal obligations to their partner firm's representative (Tellefsen & Eyuboglu, 2002). They may even enter into unauthorized or covert agreements with the partner firm's representative to gain additional leverage within their own firm or improve their personal goal fulfillment (Ashforth & Lee, 1990;Strauss, 1962).…”

Section: Organizational and Personal Commitmentmentioning

confidence: 99%

“…Similarly, some buyers form unofficial agreements with specific representatives and use them as allies when dealing with sensitive issues inside the buyer's firm (Strauss, 1962). For example, a buyer may ask a market researcher for help in presenting unpopular findings in a politically acceptable manner to the buyer's superiors (Zaltman & Moorman, 1988).…”

Section: Dependence and Commitmentmentioning

confidence: 99%

The antecedents and consequences of organizational and personal commitment in business service relationships

Tellefsen

Thomas

2005

Industrial Marketing Management

148

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Tactics of Lateral Relationship: The Purchasing Agent

Cited by 171 publications

References 0 publications

The Micropolitics of School Principals’ Decision Making in Nigeria: Principals’ Perspective

The Micropolitics of School Principals’ Decision Making in Nigeria: Principals’ Perspective

Utilization of new technologies: organizational adaptation to business environments

The antecedents and consequences of organizational and personal commitment in business service relationships

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