Choosing an Organizational Form: The Case of Collaborative Procurement Initiatives.
Walker, H., Bakker, E., Schotanus, F. and Harland, C., 2008. Choosing an Organizational Form: The Case of Collaborative Procurement Initiatives. International Journal of Procurement Management, 1 (3), pp. 297-317.
Related documents:This repository does not currently have the full-text of this item.
You may be able to access a copy if URLs are provided below. (Contact Author)
This paper deals with different organisational forms of collaborative procurement and provides insight into when to use which form. Different forms from the literature are compared with empirical examples to give an overview of forms, which are then described in terms of strategy, skills and organisation. Whilst acknowledging variations, the paper distinguishes between two main forms: virtual networks and third-party organisations. Using empirical data and four theoretical perspectives (transaction cost economics, resource-based view, contingency theory, agency theory), the paper reflects on when which form can be used and presents an overall framework to help choose an organisational form.
|Creators||Walker, H., Bakker, E., Schotanus, F. and Harland, C.|
|Departments||School of Management|
|Research Centres||Centre for Research into Strategic Purchasing & Supply (CRiSPS)|
Actions (login required)