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Choosing an organisational form: the case of collaborative procurement initiatives

Walker, Helen Lisbeth, Bakker, Elmer, Schotanus, Fredo and Harland, Christine 2008. Choosing an organisational form: the case of collaborative procurement initiatives. International Journal of Procurement Management 1 (3) , pp. 297-317. 10.1504/IJPM.2008.017527

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Abstract

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.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Centre for Advanced Manufacturing Systems At Cardiff (CAMSAC)
Business (Including Economics)
Subjects: H Social Sciences > HB Economic Theory
H Social Sciences > HG Finance
Uncontrolled Keywords: Collaborative procurement; organisational forms; theoretical frameworks; virtual networks; third-party organisations; transaction cost economics; resource-based view; RBV; contingency theory; agency theory.
Publisher: Inderscience Publishers
ISSN: 1753-8432
Last Modified: 04 Jun 2017 03:11
URI: http://orca.cf.ac.uk/id/eprint/17894

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