The Alignment Performance Link in Purchasing and Supply Management Performance Implications of Fit between Business Strategy, Purchasing Strategy, and Purchasing Practices
Aus der Reihe
Einkauf, Logistik und Supply Chain Management
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Sprache:Englisch
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Produktdetails
Format
Kopierschutz
Nein
Family Sharing
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Text-to-Speech
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Erscheinungsdatum
11.08.2008
Verlag
GablerSeitenzahl
231 (Printausgabe)
Dateigröße
1380 KB
Sprache
Englisch
EAN
9783834997517
Purchasing and supply management (PSM) has developed into a discipline of major strategic importance for effectively competing in today's global marketplace. To leverage PSM's strategic value creation potential, the decisions and activities of the purchasing function must be aligned with the firm's overall strategic orientation. Despite general agreement on this matter, research and practice lack knowledge on how exactly such an alignment can be achieved and what performance implications it has.
Christian Baier empirically investigates the alignment performance link in PSM. Drawing on the market-based view, resource-based view, principal agent theory, and contingency theory, the author suggests that the relative fit among a firm's business strategy, its purchasing competitive priorities, and its purchasing practices is key to achieving superior business performance. Results from profile deviation and hierarchical regression analysis of data collected globally from 141 chief purchasing officers in firms with revenues greater than USD 3 billions present strong empirical support for this hypothesis. Baier's findings provide clear guidance to practitioners on how to design their purchasing strategies and practices to achieve maximum alignment and thus effectively contribute to the firm's competitive advantage.
Christian Baier empirically investigates the alignment performance link in PSM. Drawing on the market-based view, resource-based view, principal agent theory, and contingency theory, the author suggests that the relative fit among a firm's business strategy, its purchasing competitive priorities, and its purchasing practices is key to achieving superior business performance. Results from profile deviation and hierarchical regression analysis of data collected globally from 141 chief purchasing officers in firms with revenues greater than USD 3 billions present strong empirical support for this hypothesis. Baier's findings provide clear guidance to practitioners on how to design their purchasing strategies and practices to achieve maximum alignment and thus effectively contribute to the firm's competitive advantage.
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