Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101013
Chris Ellegaard, Jim Lozinski, Hanne Kragh
This paper examines SME managers’ attention to operations and supply chain management issues and their decision-making process. To generate insights on this process, we carried out a qualitative theory-elaborating study, seeking to elaborate on established theory on strategic attention, but in the context of SMEs making operations and supply management decisions. We find that SME attention and decision-making is constrained by supplier agency in what we term outside-in attention. In addition, SME decision-makers pay attention to the capabilities, resources, and relationships with suppliers, as they evaluate issues and answers, but frequently fail to take the present and future interconnectedness of issues into account. We contribute to the established literature on SME supply management by developing a model of SME operations and supply chain management attention and decision-making and present a series of propositions subject to further research.
{"title":"Supply network attention by SMEs – a theory elaborating study","authors":"Chris Ellegaard, Jim Lozinski, Hanne Kragh","doi":"10.1016/j.pursup.2025.101013","DOIUrl":"10.1016/j.pursup.2025.101013","url":null,"abstract":"<div><div>This paper examines SME managers’ attention to operations and supply chain management issues and their decision-making process. To generate insights on this process, we carried out a qualitative theory-elaborating study, seeking to elaborate on established theory on strategic attention, but in the context of SMEs making operations and supply management decisions. We find that SME attention and decision-making is constrained by supplier agency in what we term <em>outside-in attention</em>. In addition, SME decision-makers pay attention to the capabilities, resources, and relationships with suppliers, as they evaluate issues and answers, but frequently fail to take the present and future interconnectedness of issues into account. We contribute to the established literature on SME supply management by developing a model of SME operations and supply chain management attention and decision-making and present a series of propositions subject to further research.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101013"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658988","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101015
Graça Miranda Silva , Andrea S. Patrucco , Paulo J. Gomes
Environmental sustainability has become a critical priority in supply chain management, driven by evolving customer expectations and regulatory pressures. While digitalization's role in improving operational efficiency is well-established, its specific impacts on environmental performance through downstream supply chain processes remain underexplored. Drawing on Information Processing Theory (IPT), this study investigates how downstream supply chain digitalization (DSCD) enhances information processing capabilities, enabling firms to effectively implement distinct green supply chain management (GSCM) practices—internal environmental management, eco-design, green purchasing, and investment recovery. Using structural equation modeling on data collected from 373 manufacturing firms in Portugal, our findings demonstrate that internal and external GSCM practices mediate the relationship between DSCD and EP. Specifically, internal environmental management systems are foundational in facilitating external GSCM practices, thus amplifying DSCD's impact on EP. This research contributes to the supply chain management literature by highlighting how downstream digitalization enables firms to address customer-centric sustainability challenges and by emphasizing the essential role of internal structures in supporting environmental goals. Practically, the study guides supply chain managers in aligning downstream digitalization investments strategically with targeted sustainability initiatives to enhance environmental outcomes.
{"title":"Advancing green supply chains through downstream digitalization: An information processing theory perspective","authors":"Graça Miranda Silva , Andrea S. Patrucco , Paulo J. Gomes","doi":"10.1016/j.pursup.2025.101015","DOIUrl":"10.1016/j.pursup.2025.101015","url":null,"abstract":"<div><div><span>Environmental sustainability<span> has become a critical priority in supply chain management, driven by evolving customer expectations and regulatory pressures. While </span></span>digitalization's<span><span> role in improving operational efficiency is well-established, its specific impacts on environmental performance through downstream supply chain processes remain underexplored. Drawing on Information Processing<span><span><span> Theory (IPT), this study investigates how downstream supply chain digitalization (DSCD) enhances information processing capabilities, enabling firms to effectively implement distinct green </span>supply chain management (GSCM) practices—internal environmental management, eco-design, green purchasing, and investment recovery. Using </span>structural equation modeling on data collected from 373 manufacturing firms in Portugal, our findings demonstrate that internal and external GSCM practices mediate the relationship between DSCD and EP. Specifically, internal </span></span>environmental management systems are foundational in facilitating external GSCM practices, thus amplifying DSCD's impact on EP. This research contributes to the supply chain management literature by highlighting how downstream digitalization enables firms to address customer-centric sustainability challenges and by emphasizing the essential role of internal structures in supporting environmental goals. Practically, the study guides supply chain managers in aligning downstream digitalization investments strategically with targeted sustainability initiatives to enhance environmental outcomes.</span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101015"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658989","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101058
Hervé Legenvre , Neale G. O'Connor
This study explores how 16 hardware start-ups navigate supplier selection and management challenges within the Greater Bay Area, which includes Shenzhen, Hong Kong SAR, and Macao. According to the literature, start-ups encounter a range of constraints, including limited resources, lack of experience, challenges in establishing legitimacy, and concerns related to intellectual property. It is, therefore, challenging for them to find and manage suppliers effectively. Our findings reveal that these start-ups overcome such challenges by embedding themselves in an entrepreneurial ecosystem comprising accelerators, informal networks, and consultants. This ecosystem facilitates critical resource access and plays an essential role in bridging knowledge gaps and mitigating supplier-related risks. Specifically, we identify how entrepreneurial ecosystem intermediaries facilitate supplier selection through knowledge transfer and relationship building, supplier management through design support, communication assistance, and cultural bridging. Based on our analysis, we develop a model of social embeddedness that explains how hardware start-ups leverage entrepreneurial ecosystems to enhance their procurement performance.
{"title":"Social embeddedness: How start-ups leverage knowledge-based and relationship-based networks for supplier selection and management","authors":"Hervé Legenvre , Neale G. O'Connor","doi":"10.1016/j.pursup.2025.101058","DOIUrl":"10.1016/j.pursup.2025.101058","url":null,"abstract":"<div><div>This study explores how 16 hardware start-ups navigate supplier selection and management challenges within the Greater Bay Area, which includes Shenzhen, Hong Kong SAR, and Macao. According to the literature, start-ups encounter a range of constraints, including limited resources, lack of experience, challenges in establishing legitimacy, and concerns related to intellectual property. It is, therefore, challenging for them to find and manage suppliers effectively. Our findings reveal that these start-ups overcome such challenges by embedding themselves in an entrepreneurial ecosystem comprising accelerators, informal networks, and consultants. This ecosystem facilitates critical resource access and plays an essential role in bridging knowledge gaps and mitigating supplier-related risks. Specifically, we identify how entrepreneurial ecosystem intermediaries facilitate supplier selection through knowledge transfer and relationship building, supplier management through design support, communication assistance, and cultural bridging. Based on our analysis, we develop a model of social embeddedness that explains how hardware start-ups leverage entrepreneurial ecosystems to enhance their procurement performance.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101058"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658994","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101036
Pankaj C. Patel
Drawing on resilience theory in operations management and social network theory, this study investigates how a firm's supply chain network position affects its performance following natural disasters. By integrating data on county-level natural disasters at factory locations, we find that while the disaster hit ratio does not directly impact firm performance (ROA), a firm's eigenvector centrality in the supply chain network positively moderates this relationship. Surprisingly, high hub centrality worsens the negative impact of natural disasters, possibly due to coordination challenges. Degree centrality has no significant moderating effect. These results are robust to various performance measures, non-linear effects, and model specifications. The research underscores the strategic importance of managing key supply chain connections to boost operational resilience.
{"title":"Weathering the tempest: Supply chain network position, natural disasters, and firm performance","authors":"Pankaj C. Patel","doi":"10.1016/j.pursup.2025.101036","DOIUrl":"10.1016/j.pursup.2025.101036","url":null,"abstract":"<div><div><span><span><span>Drawing on resilience theory in operations management<span> and social network theory, this study investigates how a firm's </span></span>supply chain network position affects its performance following natural disasters. By integrating data on county-level natural disasters at factory locations, we find that while the disaster hit ratio does not directly impact firm performance (ROA), a firm's </span>eigenvector centrality in the supply chain network positively moderates this relationship. Surprisingly, high hub centrality worsens the </span>negative impact<span> of natural disasters, possibly due to coordination challenges. Degree centrality has no significant moderating effect. These results are robust to various performance measures, non-linear effects, and model specifications. The research underscores the strategic importance of managing key supply chain connections to boost operational resilience.</span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101036"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658991","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101053
Anna Aminoff , Harri Lorentz , Riikka Kaipia
In rapidly changing business environments, speed emerges as a pivotal catalyst for enhanced procurement performance and value creation. The literature, however, lacks a comprehensive conceptual treatment of speed, particularly in the procurement context. To better understand how procurement can be accelerated for improved value contribution, we explored the associated capability microfoundations. Drawing on the literature and utilising a multiple case study approach (involving 14 companies) complemented by workshops, three distinct types of speed were confirmed and elaborated upon: operating speed, strategic adaptation speed, and response speed. Further, in the context of these speed types, we gained theoretical insights into procurement acceleration. We also identified a range of microfoundations across the categories of structures, processes, technologies, and individuals, encompassing established practices such as early involvement, (de)centralisation, and use of data and analytics. We also made theoretically interesting observations on the business-driven organising of procurement for aligning with the required clock-speed, agile teams and ways of working for quick problem-solving, and organisational structures that reduce throughput time. Regarding future research, new structural and process variants must be explored from the perspectives of speed and acceleration, while recognising the dangers of the self-inflicted pathology in terms of unbridled acceleration in the face of a perceived need to survive.
{"title":"Strategic value contribution through speed in procurement - A capability microfoundation perspective","authors":"Anna Aminoff , Harri Lorentz , Riikka Kaipia","doi":"10.1016/j.pursup.2025.101053","DOIUrl":"10.1016/j.pursup.2025.101053","url":null,"abstract":"<div><div>In rapidly changing business environments, speed emerges as a pivotal catalyst for enhanced procurement performance and value creation. The literature, however, lacks a comprehensive conceptual treatment of speed, particularly in the procurement context. To better understand how procurement can be accelerated for improved value contribution, we explored the associated capability microfoundations. Drawing on the literature and utilising a multiple case study approach (involving 14 companies) complemented by workshops, three distinct types of speed were confirmed and elaborated upon: operating speed, strategic adaptation speed, and response speed. Further, in the context of these speed types, we gained theoretical insights into procurement acceleration. We also identified a range of microfoundations across the categories of structures, processes, technologies, and individuals, encompassing established practices such as early involvement, (de)centralisation, and use of data and analytics. We also made theoretically interesting observations on the business-driven organising of procurement for aligning with the required clock-speed, agile teams and ways of working for quick problem-solving, and organisational structures that reduce throughput time. Regarding future research, new structural and process variants must be explored from the perspectives of speed and acceleration, while recognising the dangers of the self-inflicted pathology in terms of unbridled acceleration in the face of a perceived need to survive.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101053"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658992","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101035
Craig R. Carter , Lutz Kaufmann , Dawn DeLay , Rohan Korde
We examine team dynamics in buyer-supplier new product development (NPD) projects over time, using McGrath's (1984) Input-Process-Output (IPO) model as our foundation. In this framework, a team member's trust in their NPD team and the team's composition function as inputs, while advice-seeking represents the process. To deepen our theorization and analysis, we integrate a social network perspective: trust-in-team is treated as an individual attribute, team composition—defined by organizational and functional similarity—is viewed through the lens of homophily, and advice-seeking is conceptualized as a network tie. We collected data from each member of three distinct NPD project teams at three key stages (NPD stage gates), ensuring a comprehensive analysis that spans both a focal buying organization and a strategic supplier. Using stochastic actor-oriented modeling (SAOM), we uncover an important yet often overlooked insight: changes in an individual team member's trust in their team lead to corresponding changes in advice-seeking behavior. However, team members continue to favor seeking advice from individuals within their own organization across each of the project stages. This tendency suggests that NPD team members may be missing valuable opportunities to seek advice from team members outside of their organization who could provide fresh perspectives and diverse expertise.
{"title":"Trust in buyer-supplier new product development teams increases Advice-Seeking—But do birds of a feather flock together?","authors":"Craig R. Carter , Lutz Kaufmann , Dawn DeLay , Rohan Korde","doi":"10.1016/j.pursup.2025.101035","DOIUrl":"10.1016/j.pursup.2025.101035","url":null,"abstract":"<div><div>We examine team dynamics in buyer-supplier new product development<span> (NPD) projects over time, using McGrath's (1984) Input-Process-Output (IPO) model as our foundation. In this framework, a team member's trust in their NPD team and the team's composition function as inputs, while advice-seeking represents the process. To deepen our theorization and analysis, we integrate a social network perspective: trust-in-team is treated as an individual attribute, team composition—defined by organizational and functional similarity—is viewed through the lens of homophily, and advice-seeking is conceptualized as a network tie. We collected data from each member of three distinct NPD project teams at three key stages (NPD stage gates), ensuring a comprehensive analysis that spans both a focal buying organization and a strategic supplier. Using stochastic actor-oriented modeling (SAOM), we uncover an important yet often overlooked insight: changes in an individual team member's trust in their team lead to corresponding changes in advice-seeking behavior. However, team members continue to favor seeking advice from individuals within their own organization across each of the project stages. This tendency suggests that NPD team members may be missing valuable opportunities to seek advice from team members outside of their organization who could provide fresh perspectives and diverse expertise.</span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101035"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658990","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}
Pub Date : 2025-12-01DOI: 10.1016/j.pursup.2025.101054
Antony Paulraj , Paolo Barbieri , Constantin Blome , Christopher Rajkumar , Sabari R. Prasanna
While developing innovation partnerships with suppliers could be of immense help to firms in achieving their innovation goals, such partnerships could have a double-edged effect as they could also result in opportunistic imitation and learning races among the partners. Accordingly, it is important to understand the factors that drive the development of innovation partnerships with suppliers. In this study, we consider the effect of congruence and incongruence of two such mechanisms – trust and interdependence. We also study the contingent role of bargaining power and relationship length. We test the hypotheses using polynomial regression in conjunction with the response surface methodology. Our results suggest that the double-edged nature of innovation partnership overshadows the broadly proclaimed positive side of trust and the negative side of interdependence. Additionally, when looking closely at the contingent effect of bargaining power and relationship length, the effects of congruence and incongruence in trust and interdependence seem quite intriguing. In the case of higher bargaining power as well as longer relationships, the congruence between trust and interdependence seems to be most conducive for innovation partnerships. Interestingly, while the positive effects of interdependence diminish whenever bargaining power is high, the dark side of trust is no longer an issue in the case of longer relationships.
{"title":"Could the double-edged nature of innovation partnership with suppliers invoke the “other sides” of trust and interdependence?","authors":"Antony Paulraj , Paolo Barbieri , Constantin Blome , Christopher Rajkumar , Sabari R. Prasanna","doi":"10.1016/j.pursup.2025.101054","DOIUrl":"10.1016/j.pursup.2025.101054","url":null,"abstract":"<div><div>While developing innovation partnerships with suppliers could be of immense help to firms in achieving their innovation goals, such partnerships could have a double-edged effect as they could also result in opportunistic imitation and learning races among the partners. Accordingly, it is important to understand the factors that drive the development of innovation partnerships with suppliers. In this study, we consider the effect of congruence and incongruence of two such mechanisms – trust and interdependence. We also study the contingent role of bargaining power and relationship length. We test the hypotheses using polynomial regression in conjunction with the response surface methodology. Our results suggest that the double-edged nature of innovation partnership overshadows the broadly proclaimed positive side of trust and the negative side of interdependence. Additionally, when looking closely at the contingent effect of bargaining power and relationship length, the effects of congruence and incongruence in trust and interdependence seem quite intriguing. In the case of higher bargaining power as well as longer relationships, the congruence between trust and interdependence seems to be most conducive for innovation partnerships. Interestingly, while the positive effects of interdependence diminish whenever bargaining power is high, the dark side of trust is no longer an issue in the case of longer relationships.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 5","pages":"Article 101054"},"PeriodicalIF":8.7,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145658993","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}
Pub Date : 2025-08-21DOI: 10.1016/j.pursup.2025.101061
Leonardo Marques , Holger Schiele , Rodrigo Caiado , Antonio Márcio Tavares Thomé , Luiz Felipe Scavarda
The 33rd IPSERA Conference in 2024 called for papers under the umbrella theme of “Emerging Alternatives”. With this editorial, we introduce the reasoning behind the choice of words, and their deep connection to knowledge creation, as well as their role in fostering novel research in Purchasing and Supply Management (PSM). Next, we review the evolution of presentations in IPSERA in past years, and their growing connection to the topics of sustainability, resilience and digitalisation. We then provide an overview of the papers selected for this special issue, bridging them to the main theme and highlighting their novelty. Finally, we explore future research directions for our field from an “emerging alternatives” perspective.
{"title":"IPSERA 2024 Special issue: “Emerging alternatives and the re-invention of PSM: Innovations for sustainability, resilience and digitalisation”","authors":"Leonardo Marques , Holger Schiele , Rodrigo Caiado , Antonio Márcio Tavares Thomé , Luiz Felipe Scavarda","doi":"10.1016/j.pursup.2025.101061","DOIUrl":"10.1016/j.pursup.2025.101061","url":null,"abstract":"<div><div>The 33rd IPSERA Conference in 2024 called for papers under the umbrella theme of “Emerging Alternatives”. With this editorial, we introduce the reasoning behind the choice of words, and their deep connection to knowledge creation, as well as their role in fostering novel research in Purchasing and Supply Management (PSM). Next, we review the evolution of presentations in IPSERA in past years, and their growing connection to the topics of sustainability, resilience and digitalisation. We then provide an overview of the papers selected for this special issue, bridging them to the main theme and highlighting their novelty. Finally, we explore future research directions for our field from an “emerging alternatives” perspective.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101061"},"PeriodicalIF":8.7,"publicationDate":"2025-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997755","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}
Pub Date : 2025-07-20DOI: 10.1016/j.pursup.2025.101057
Kari Tanskanen , Sini Laari , Harri Lorentz
While prior research has established the instrumental role of supply base knowledge (SBK) –a buying firm's internally accumulated knowledge of its suppliers' capabilities, resources, and performance – in decision-making, its potential to elevate the strategic influence of the purchasing function through symbolic value remains underexplored. This study introduces a novel dual-role framework, positioning SBK both as an instrumental resource that enhances purchasing's purchasing's impact on strategic decision-making and as a symbolic asset that legitimizes its role within the organization. Using data from 229 manufacturing plants across 15 countries, we apply PLS-SEM analysis to examine these mechanisms. Our findings reveal that SBK not only enhances purchasing's strategic involvement and firm performance but also serves as a key enabler for supplier integration in NPD. By distinguishing between instrumental and symbolic knowledge use, this study extends prior literature on purchasing knowledge and internal integration, offering a more nuanced perspective on how firms can leverage SBK for both competitive advantage and organizational legitimacy.
{"title":"The dual role of supply base knowledge in organizational integration and competitive performance","authors":"Kari Tanskanen , Sini Laari , Harri Lorentz","doi":"10.1016/j.pursup.2025.101057","DOIUrl":"10.1016/j.pursup.2025.101057","url":null,"abstract":"<div><div>While prior research has established the instrumental role of <em>supply base knowledge</em> (SBK) –a buying firm's internally accumulated knowledge of its suppliers' capabilities, resources, and performance – in decision-making, its potential to elevate the strategic influence of the purchasing function through symbolic value remains underexplored. This study introduces a novel dual-role framework, positioning SBK both as an instrumental resource that enhances purchasing's purchasing's impact on strategic decision-making and as a symbolic asset that legitimizes its role within the organization. Using data from 229 manufacturing plants across 15 countries, we apply PLS-SEM analysis to examine these mechanisms. Our findings reveal that SBK not only enhances purchasing's strategic involvement and firm performance but also serves as a key enabler for supplier integration in NPD. By distinguishing between instrumental and symbolic knowledge use, this study extends prior literature on purchasing knowledge and internal integration, offering a more nuanced perspective on how firms can leverage SBK for both competitive advantage and organizational legitimacy.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101057"},"PeriodicalIF":8.7,"publicationDate":"2025-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997760","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}
Pub Date : 2025-06-27DOI: 10.1016/j.pursup.2025.101056
Anni-Kaisa Kähkönen , Aki Jääskeläinen , Elina Karttunen , Carolina Belotti Pedroso , Katrina Lintukangas
Dynamic capabilities play an essential role in innovative public procurement. Innovative procurement activities may create an impact on supply markets by considering the needs of small- and medium-sized enterprises and other potential supplier firms. This study aims to examine how dynamic capabilities support innovative public procurement, aiming at positive supply market impacts. We empirically test our hypotheses using survey data collected from 197 public buyers in Finland. The results show that public procurement has a significant impact on the supply market by actively fostering innovation. This finding is novel, as such a phenomenon has only been observed empirically in the private sector literature. We found that dynamic capabilities – specifically seizing capabilities – have an impact on supply markets and that procurement participation in innovation is strengthened by seizing and transforming capabilities. We also show that sensing capabilities are antecedents of seizing and transforming capabilities, implying that public procurement needs to have these capabilities in order to innovate and develop the supply market. As a practical implication, we conclude that if public organizations aim for positive impacts on supply markets, they could invest in seizing capabilities in particular and engage in procurement participation in innovation.
{"title":"Promoting supply market development by the dynamic capabilities of innovative public procurement","authors":"Anni-Kaisa Kähkönen , Aki Jääskeläinen , Elina Karttunen , Carolina Belotti Pedroso , Katrina Lintukangas","doi":"10.1016/j.pursup.2025.101056","DOIUrl":"10.1016/j.pursup.2025.101056","url":null,"abstract":"<div><div>Dynamic capabilities play an essential role in innovative public procurement. Innovative procurement activities may create an impact on supply markets by considering the needs of small- and medium-sized enterprises and other potential supplier firms. This study aims to examine how dynamic capabilities support innovative public procurement, aiming at positive supply market impacts. We empirically test our hypotheses using survey data collected from 197 public buyers in Finland. The results show that public procurement has a significant impact on the supply market by actively fostering innovation. This finding is novel, as such a phenomenon has only been observed empirically in the private sector literature. We found that dynamic capabilities – specifically seizing capabilities – have an impact on supply markets and that procurement participation in innovation is strengthened by seizing and transforming capabilities. We also show that sensing capabilities are antecedents of seizing and transforming capabilities, implying that public procurement needs to have these capabilities in order to innovate and develop the supply market. As a practical implication, we conclude that if public organizations aim for positive impacts on supply markets, they could invest in seizing capabilities in particular and engage in procurement participation in innovation.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101056"},"PeriodicalIF":8.7,"publicationDate":"2025-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997759","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}
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