Journal of Purchasing and Supply Management最新文献

{"title":"Purchasing and innovation: Past, present and future of the field of research","authors":"T. Johnsen, Marie-Anne Le Dain, Nadine Kiratli, Holger Schiele","doi":"10.1016/j.pursup.2022.100768","DOIUrl":"https://doi.org/10.1016/j.pursup.2022.100768","url":null,"abstract":"","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43813981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The IPSERA 2021 special issue. From judge to jury: the potential for crowd reviewing","authors":"Melek Akın Ateş, D. Luzzini, J. Meehan, R. Suurmond","doi":"10.1016/j.pursup.2022.100770","DOIUrl":"https://doi.org/10.1016/j.pursup.2022.100770","url":null,"abstract":"","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45245992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of digitalization on the future of the PSM function managing purchasing and innovation in new product development – Evidence from a Delphi study","authors":"Manuel Wehrle ,&nbsp;Hendrik Birkel ,&nbsp;Heiko A. von der Gracht ,&nbsp;Evi Hartmann","doi":"10.1016/j.pursup.2021.100732","DOIUrl":"10.1016/j.pursup.2021.100732","url":null,"abstract":"<div><p>Bringing innovative products to markets is essential for companies, especially in competitive environments. One of the driving forces for successful new product development (NPD) is the inclusion of the functions that form part of the process such as purchasing and supply management (PSM). While extensive research has been conducted on the role of procurement in promoting innovation, insufficient research on the future of the PSM function in NPD has been conducted. This study addresses this gap, considering increasing digitalization and its effect on the future PSM function managing purchasing and innovation. To explore the future of PSM in NPD, a Delphi survey with 91 experts from industry, academia, and politics or associations was performed. The results reveal that digitalization will influence the PSM function in NPD across different time horizons and forms depending on the subject area. While in many areas, an interplay between digital technologies and human PSM professionals is expected, in certain domains the PSM function is likely to lose added value compared to digital technologies. Furthermore, digitalization is expected to be a potential enabler of a stronger key innovation role for PSM in NPD but to also introduce new requirements such as data science capabilities.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44903514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editorial: Purchasing and innovation: Past, present and future of the field of research","authors":"Thomas Johnsen ,&nbsp;Marie-Anne Le Dain ,&nbsp;Nadine Kiratli ,&nbsp;Holger Schiele","doi":"10.1016/j.pursup.2022.100768","DOIUrl":"https://doi.org/10.1016/j.pursup.2022.100768","url":null,"abstract":"<div><p>This paper introduces the special topic forum (STF) on purchasing and innovation. Presenting the findings from a systematic literature review, we take stock of the current state of the field, delineating themes, theories and methods, and identifying key trends over time. Our study shows a take-off in research on purchasing and innovation during the last decade. This has predominantly focused on private sector manufacturing firms although a recent expansion into public sector research is evident. Large-scale surveys and case studies are still the dominant research methods where the unit of analysis is typically the ‘firm’ or ‘project’. The findings also show how in the past the field was driven by questions on how purchasing can facilitate different types of innovation projects, seeking to derive practical implications, and rarely making explicit statements regarding theories applied; this still characterises much of the research but we find an increasing focus on theory development. We also see a shift in the type of technological innovation being investigated: past studies tended to focus on the role of purchasing in new product development (NPD) projects, which reflected a relatively low degree of technological uncertainty, but we see a trend towards innovation projects facing technological uncertainty. Research shows how this requires new ways of sourcing innovations and therefore new ways for purchasing to facilitate innovation sourcing. On the basis of the review, we offer our guidance for future research avenues to 1) carry out more research on procurement of innovation in the public sector; 2) consider new theories and research methods, and 3) go beyond firm-level or dyadic analysis to research networks and ecosystems. We conclude by introducing the papers in the STF.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91745719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Supplier selection with rank reversal in public tenders","authors":"Fredo Schotanus ,&nbsp;Gijsbert van den Engh ,&nbsp;Yoran Nijenhuis ,&nbsp;Jan Telgen","doi":"10.1016/j.pursup.2021.100744","DOIUrl":"10.1016/j.pursup.2021.100744","url":null,"abstract":"<div><p>For supplier selection in the public sector, the Weighted Sum Model is often used in combination with relative scoring methods that allow rank reversal. With rank reversal we refer to a changed order in the ranking of bids leading to a new winner, after removing or adding a non-optimal bid that does not win the original tender. In practice, an important reason indicated by practitioners for using methods that allow rank reversal is that it would rarely occur in practice. Based on an analysis of 303 Dutch public tenders, this research shows this is not true. In about 1 out of 5 the tenders, rank reversal occurs after adding non-optimal fictional bids to tenders that do not have quality thresholds. After removing bids, the rate is about 1 out of 40 if a curved relative scoring method is used. In addition, the research shows that rank reversal rates increase when (i) there is no quality threshold, (ii) the number of bids increases, (iii) bid price variance increases, and (iv) price weights are not very low or high. We argue that relative scoring methods that allow rank reversal should not be used in public procurement, or otherwise only in exceptional cases, as it conflicts with public procurement principles and leads to reduced overall bid value.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1478409221000832/pdfft?md5=a1113dcd204deb63a975b573545450d0&pid=1-s2.0-S1478409221000832-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45680570","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing customer attractiveness: How low-leverage customers mobilize critical supplier resources","authors":"Hanne Kragh ,&nbsp;Chris Ellegaard ,&nbsp;Poul Houman Andersen","doi":"10.1016/j.pursup.2021.100742","DOIUrl":"10.1016/j.pursup.2021.100742","url":null,"abstract":"<div><p>Getting access to the specialized resources of suppliers for purposes of innovation can be difficult especially for customers that are small or in other ways represent a limited immediate potential in the eyes of suppliers. Such low-leverage customers must find other ways of making themselves attractive to coveted suppliers. In this paper, we study how customers with low leverage manage the process of mobilizing supplier resources critical for innovation. We present findings from a single case study of a buying firm and show how they use five elements to gradually become attractive in the eyes of a critical supplier: proactive technological competence, canvassing and continuous communication, supplier learning, market access, and relationship maintenance. The different elements play different roles during the process of mobilizing supplier resources. We show that mobilizing suppliers in the case of low-leverage customers is a long-term process in which a number of interrelated attractiveness elements are leveraged in a complex pattern. This process is highly resource-demanding and requires substantial dedication and effort from the customer organization.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48437956","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Capturing the value creation in public procurement: A practice-based view","authors":"Iryna Malacina ,&nbsp;Elina Karttunen ,&nbsp;Aki Jääskeläinen ,&nbsp;Katrina Lintukangas ,&nbsp;Jussi Heikkilä ,&nbsp;Anni-Kaisa Kähkönen","doi":"10.1016/j.pursup.2021.100745","DOIUrl":"10.1016/j.pursup.2021.100745","url":null,"abstract":"<div><p>Public procurement has struggled to fulfill its mission to create public value due to a narrow interpretation of value emphasizing the costs of procured goods and services. A holistic view of multidimensional value creation in the context of public procurement has received limited research attention despite a significant body of research on the potential benefits associated with public procurement. The purpose of this paper is to fill this gap by analyzing the value components and means of value creation developed through public procurement activities. We conduct a systematic literature review and content analysis of 171 research articles to determine the constituents of the value of public procurement and the practices needed to achieve them. Using the theoretical lens of the practice-based view, we propose a conceptual framework that holistically integrates different components of the value of public procurement for the public buyer, supplier, and user, along with the practices needed to achieve them. The study contributes to the literature by offering a multidimensional conceptual framework, a structured review of value components and associated practices, and the application of the practice-based view as the theoretical lens, all of which have implications for practice and theory.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1478409221000844/pdfft?md5=9b6528f943d71a676f5807eeabbe35aa&pid=1-s2.0-S1478409221000844-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41683280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editorial: From judge to jury: the potential for crowd reviewing","authors":"Melek Akın Ateş,&nbsp;Davide Luzzini,&nbsp;Joanne Meehan,&nbsp;Robert Suurmond","doi":"10.1016/j.pursup.2022.100770","DOIUrl":"https://doi.org/10.1016/j.pursup.2022.100770","url":null,"abstract":"<div><p>In this editorial, we introduce the four best papers selected from the IPSERA 2021 conference for this special issue of the Journal. We discuss how a double-blind crowd review (CR) process was used as an alternative to the traditional “two reviewer” double-blind peer review system. After a brief review of the literature and the existing debate around academic peer review, we introduce the main characteristics of CR. Next, at the core of our discussion, we report on the results of a pilot CR project that we conducted to review JPSM articles associated with the 2021 IPSERA Conference. We describe in detail the review process, and we illustrate the feedback received from reviewers and authors on the CR process, as well as our perspective as guest editors. Finally, we draw some conclusions and present recommendations for CR in the Purchasing and Supply Management (PSM) field. The CR pilot contributes to the wider debate around peer-reviewing by offering insights into the experience of different stakeholders and by highlighting the benefits and pitfalls of CR.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1478409222000255/pdfft?md5=b35ab06f5ceca6c1e9b2f31d1677fef3&pid=1-s2.0-S1478409222000255-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91745718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Going beyond supplier diversity to economic Inclusion:Where are we now and where do we go from here?","authors":"Andrea Sordi,&nbsp;Wendy L. Tate,&nbsp;Feigao Huang","doi":"10.1016/j.pursup.2022.100751","DOIUrl":"10.1016/j.pursup.2022.100751","url":null,"abstract":"<div><p>Supplier diversity is not a new concept but has increased in urgency due to racial unrest and social polarization across the globe. As culture shifts globally, demanding more diversity and inclusion in businesses, companies are having to rethink their overarching values and strategies. Supplier diversity programs foster more inclusive relationships with diverse and underrepresented populations of suppliers to produce both economic and social impact. Researchers have shown if managed effectively, a diverse and inclusive supply base can help organizations reduce risk, enhance brand image, and increase innovation and flexibility. The intent of this Notes and Debates article is to introduce and define supplier diversity, showing how an economically inclusive supplier diversity program enhances organizational benefits and provides greater economic and social benefits. A secondary intent is to begin the dialogue on the benefits of transitioning from traditional supplier diversity programs to fully embedded economic inclusion models. What is the purpose behind the transition? Is more supplier diversity necessarily better? What enablers or capabilities may be needed to evolve from a traditional supplier diversity program to a strategically positioned economic inclusion mindset? Suggestions are made about embedding key enablers within an organizational structure so that companies can mature in supplier diversity efforts and drive stronger social and economic value. This Notes and Debates piece uses support from ongoing research efforts that include interviews with companies engaged in supplier diversity programs and several supplier diversity councils. Some initial observations and remarks are incorporated in the text to help illustrate how to move from supplier diversity to economic inclusion. The enablers that help move from traditional diversity programs to economic inclusivity appear to mature and develop over time. Some organizations remain in the early, more traditional phases while others have dynamic ecosystems that have developed to support this transition.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47815972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Understanding supplier motivation to engage in multiparty performance-based contracts: The lens of Expectancy theory","authors":"Anna Nikulina,&nbsp;Finn Wynstra","doi":"10.1016/j.pursup.2022.100746","DOIUrl":"10.1016/j.pursup.2022.100746","url":null,"abstract":"<div><p>Research on performance-based contracts (PBCs) has emphasized outcome uncertainty (lack of outcome attributability) as an obstacle to applying such contracts effectively and has investigated possible ways to mitigate this uncertainty. Most studies primarily address dyadic buyer-supplier contracts and the uncertainty that originates in the environment or in buyer behaviour. However, suppliers often also depend on other suppliers and sub-suppliers in the process of outcome creation. Such reciprocal interdependencies between more than two parties cannot easily be addressed through dyadic contracts. This paper examines how effective multiparty PBCs can be designed to align the interests of multiple suppliers. To develop our a priori conceptualisation, we first review the literature and identify the factors that affect suppliers' willingness to engage in PBCs, drawing on Expectancy theory to unravel the motivational effects of rewards. We then use case studies from the construction sector to investigate how these factors apply to multiparty PBCs and identify specific variables that influence supplier motivation in such settings. Based on our findings, we propose that expectancy (the relationship between effort and performance) is enhanced by parties’ joint participation in the planning and control of project activities, their reputation, and specific contractual elements such as the codification of collaboration or reward design in hybrid PBCs. Instrumentality (the link between performance and reward) is primarily affected by the perceived fairness of the reward sharing and codified collaboration, and valence (the relationship between reward and supplier objectives) is mainly influenced by the monetary amounts at stake.</p></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2022-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43223644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}