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Delivering integrated solutions in the public sector: the unbundling paradox


Reference:

Roehrich, J. K. and Caldwell, N. D., 2012. Delivering integrated solutions in the public sector: the unbundling paradox. Industrial Marketing Management, 41 (6), pp. 995-1007.

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    Official URL:

    http://dx.doi.org/10.1016/j.indmarman.2012.01.016

    Abstract

    The paper analyzes changes in suppliers' organizational structures to deliver integrated solutions by examining the bundling across different project phases with a focus on realizing risk transfer and through-life innovation. A multiple, longitudinal case study method is used to examine changes in integrated solution provision in Public Private Partnerships over a 15-year period. The study deploys rich data sets by combining 108 government reports with 38 interviews. Findings examine organizational transformation and suggest that as a response to the need to be competitive the solutions provider 'unbundles' the bundle of integrated solutions by creating sub-units to handle distinct phases. The paper questions whether bundling the different management and procurement phases of a major project into one contract is appropriate. Managers must weigh the transactional cost savings of dealing with a prime contractor against not only the transactional costs of dealing with distinct contractors for individual phases, but also the comparative ability of the two options to deliver.

    Details

    Item Type Articles
    CreatorsRoehrich, J. K.and Caldwell, N. D.
    DOI10.1016/j.indmarman.2012.01.016
    Uncontrolled Keywordslongitudinal case studies, integrated solutions, customized solutions, bundling
    DepartmentsSchool of Management
    Publisher StatementRoerich_-_Delivering_integrated_solutions.pdf: NOTICE: this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 2012, vol 61, issue 6, DOI:10.1016/j.indmarman.2012.01.016; Roerich_-_Delivering_integrated_solutions.doc: NOTICE: this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 2012, DOI:10.1016/j.indmarman.2012.01.016
    RefereedYes
    StatusPublished
    ID Code28954

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