{"title":"Dyadic capabilities in implementing performance-based public procurement","authors":"Kati Loijas, Aki Jääskeläinen, Elina Karttunen","doi":"10.1108/jbim-09-2023-0542","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study aims to provide new understanding on operational and dynamic capabilities supportive to the implementation of performance-based public procurement by focusing on dyadic capabilities of a supplier and a buyer.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>The study is based on the qualitative analysis of 20 interviews with informants representing Finnish public organizations and their private sector suppliers. The analysis is aligned with a theoretical framework connecting the phases of procurement and the capability types studied.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The findings of the study present the role of operational and dynamic capabilities of a buyer and a supplier in the implementation of performance-based procurement at public procurement phases. Preprocurement phase is found to greatly benefit from all three dynamic capabilities, while operational capabilities suffice in the contracting phase.</p><!--/ Abstract__block -->\n<h3>Social implications</h3>\n<p>Increased understanding on capabilities needed in performance-based procurement can increase the chances of success in reaching better value for money of public services and developing supplier markets.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The study contributes to the literature on performance-based public procurement and value-based selling by taking a dyadic approach to the operational and dynamic capabilities needed in business with an emphasis on performance. As the focus in public procurement shifts increasingly from resources to performance, involving a joint effort between buyer and supplier, the study provides insights into role of dyadic capabilities and explains how dynamic and operational capabilities together support the phases of performance-based procurement implementation in the public sector.</p><!--/ Abstract__block -->","PeriodicalId":48181,"journal":{"name":"Journal of Business & Industrial Marketing","volume":"19 1","pages":""},"PeriodicalIF":3.6000,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Business & Industrial Marketing","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jbim-09-2023-0542","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose
This study aims to provide new understanding on operational and dynamic capabilities supportive to the implementation of performance-based public procurement by focusing on dyadic capabilities of a supplier and a buyer.
Design/methodology/approach
The study is based on the qualitative analysis of 20 interviews with informants representing Finnish public organizations and their private sector suppliers. The analysis is aligned with a theoretical framework connecting the phases of procurement and the capability types studied.
Findings
The findings of the study present the role of operational and dynamic capabilities of a buyer and a supplier in the implementation of performance-based procurement at public procurement phases. Preprocurement phase is found to greatly benefit from all three dynamic capabilities, while operational capabilities suffice in the contracting phase.
Social implications
Increased understanding on capabilities needed in performance-based procurement can increase the chances of success in reaching better value for money of public services and developing supplier markets.
Originality/value
The study contributes to the literature on performance-based public procurement and value-based selling by taking a dyadic approach to the operational and dynamic capabilities needed in business with an emphasis on performance. As the focus in public procurement shifts increasingly from resources to performance, involving a joint effort between buyer and supplier, the study provides insights into role of dyadic capabilities and explains how dynamic and operational capabilities together support the phases of performance-based procurement implementation in the public sector.
期刊介绍:
The Journal of Business & Industrial Marketing (JBIM) publishes research on new ideas concerning business-to-business marketing, that is, how one company or organization markets its goods/services/ideas to another company or organization. It is a valuable source for academics, directors and executives of marketing, providing them with new, fresh insights which are applicable within real life settings. JBIM''s emphasis on insistence of proof is one of the cornerstones of its success and its reputation. Contributors to the journal must not only present new theories or ideas, but also back them up with research. In the process, many myths are exploded, philosophies reinvented and the scene set for topical debate on critical issues in B2B marketing. The B2B landscape evolves and so does the research that explores the emerging features and properties of B2B markets. From 2019 the journal hosts the IMP Forum that invites research advancing the boundaries of B2B marketing. Prior research has evidenced that interactivity and interdependences characterize interorganizational business relationships. The Forum aims to bring out research that explores interactivity and interdependences in business relationships and their implications for marketing management, business development and for society at large. Coverage: -Competition and cooperation- Networks in business markets- Buyer behaviour – purchasing and supply management- Managing product offerings- New product development and innovation- Networks in business markets- Distribution and routes to market- Market and customer communication - Customer relationship management- Sales and key account management- Organizing for global markets -