The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance

The organizational design literature strongly supports the notion of “structure follows strategy”, and suggests that a misfit between the two has a negative effect on performance. Building on this line of argument, we examine to what extent the (mis)fit between purchasing strategy and purchasing structure impacts purchasing performance. We focus on cost and innovation purchase category strategies, and examine how the deviation from an ideal purchasing structure defined along three dimensions (centralization, formalization, and cross-functionality) impacts purchasing performance. Analysing data collected from 469 firms in ten countries, we demonstrate that a strategy-structure misfit negatively impacts purchasing performance in both cost and innovation strategies. We also find that purchasing proficiency is a mediator in this relationship between misfit and performance. Our findings aid managerial decision making by empirically validating the necessity of having the right purchasing structure for successfully executing different purchasing strategies.     

Supplier Development Responsibility and NPD Project Outcomes: The Roles of Monetary Quantification of Differences and Supporting‐Detail Gathering

Firms increasingly rely on suppliers to perform tasks in new product development (NPD). Research has only recently begun to focus on the processes to manage this supplier development responsibility, and has hardly investigated how firms collect and analyze information regarding the cost and performance of alternative supplier offerings. Our study addresses this gap, through a field survey among 144 paired samples of project leaders and cost analysts involved in the same NPD projects. On the basis of literature and qualitative research, we conceptualize a substantive model. We first use a substantive validity assessment to vet the measures for the proposed constructs. We then test the substantive model with structural equation modeling using a multiple‐sample analysis. The results strongly show that monetary quantification of differences and detail gathering play significant roles in successfully leveraging supplier development responsibility. The findings support the hypothesis that the extent of development responsibility that suppliers have leads the development team to a more focused monetary quantification of the differences in alternative supplier offerings. Monetary quantification of differences has a significant, positive effect on the extent of supporting‐detail gathering and on the development speed of the project, whereas supporting‐detail gathering has a significant, positive effect on the product advantage of the new product as well as development speed. These findings are robust across the two functional perspectives. Our study complements the literature on interfirm control and monitoring by demonstrating the effects of selective and focused output controls.     

Buyer–supplier interaction in business-to-business services: A typology test using case research

We empirically test a theory specifying distinct ideal interaction patterns for four business-to-business service types, which differ with regard to how they are used by the buying company. The ideal interaction patterns are conceptualised as configurations of five different interaction dimensions: the key objectives in the interaction, the critical capabilities on either side of the relationship, the type of functional involvement from the buying firm and the key issues in the buyer–seller dialogue. Using a combination of quantitative and qualitative data from 23 cases of service exchange at six buying organisations we test whether similarity between the ideal interaction pattern and an actual, observed interaction pattern is a continuous necessary condition for successful ongoing service exchange. The findings suggest for each of the four service types that, in order for a service exchange to be successful, buying companies should design their interactions with their service providers to closely resemble the specified ideal pattern for that specific service type. Besides contributing to the knowledge on how to effectively structure buyer–supplier interactions across the heterogeneous spectrum of services bought, a methodological contribution is made by showing how case research can be used for theory-testing purposes. As this study is the first real test of the typology, further replications with new data, preferably obtained from both sides of the buyer–supplier dyad, are necessary.     

Evaluating transport user benefits and social surplus in a transport market—The case of the Norwegian ferries

The article first infers how consumer surplus in a market is linked to revenue under different assumptions about fare elasticity and when using different types of demand functions. This information is added to producer surplus in order to derive social surplus. The method, thus, produces a simple approach for authorities to assess social surplus in a market and its benefits to the users. A modified exponential demand function is applied to calculate consumer surplus and social surplus for 97 ferry services in Norway regulated by the state. The calculations are based on empirical data concerning ferry fare, revenue data at service level and reasonable assumptions about fare point elasticity for services covering different distances.In 2007, these services generated welfare for the users (consumer surplus) and the society (social surplus) amounting to about 5.8 billion NOK and 4.3 billion NOK, respectively. Consumer surplus and social surplus varied considerably amongst the services. Only 3 of the 97 services operate with positive profits and, hence, without subsidies. About 21 of the services contribute negatively to social surplus. Many of these unprofitable services are the only transport alternatives in rural areas and could be argued to continue operation according to politically decided regional measures. Implicitly, maintaining all these 21 services means that the welfare for the people in these areas is valued as up to four times greater than the welfare of the people in the rest of society.     

Efficiency Gains Under Exchange-Rate Emission Trading

In the case of emission of non-uniformly dispersed pollutants such as SO2 the negative effects depend on the location of the sources. A unit increase at one source must be compensated by either a larger or smaller reduction at another source to keep the negative effects at the same level. Emission trading between countries is possible under the Second Sulphur Protocol. Exchange rate trading and third party problems are studied within a simultaneous model facilitating impositions of various environmental constraints. Simulations based on the negotiated emission quotas are offered. Results indicate potential cost savings of 19%.     

A productivity study of the Norwegian building industry

Slow productivity growth in the building and construction industry is often put forward as the cause of rising building costs. In view of the importance of the building sector in the national economy, factual empirical knowledge is hard to come by. The few studies found are usually carried out on a sectoral level and based on time-series data. However, to come to grips with the real causes for slow productivity growth, one has to analyze at the microlevel of actual decision making. Our study is based on establishment data for 1986. The method of analysis is the deterministic frontier approach. The efficiency distributions show large variations with average structural efficiency about 20 percent. Thus, there is significant scope for productivity improvement if average performance can catch up with best practice.The refereeing process of this article was handled through T.G. Cowing.     

Managing Supplier Involvement in New Product Development: A Multiple‐Case Study*

Existing studies of supplier involvement in new product development have mainly focused on project‐related short‐term processes and success factors. This study validates and extends an existing exploratory framework, which comprises both long‐term strategic processes and short‐term operational processes that are related to supplier involvement. The empirical validation is based on a multiple‐case study of supplier collaborations at a manufacturer in the copier and printer industry. The analysis of eight cases of supplier involvement reveals that the results of supplier–manufacturer collaborations and the associated issues and problems can best be explained by the patterns in the extent to which the manufacturer manages supplier involvement in the short term and the long term. The results of this study reveal that the initial framework is helpful in understanding why certain collaborations are not effectively managed yet conclude that the existing analytical distinction among four different management areas does not sufficiently reflect empirical reality. This leads to the reconceptualization and further detailing of the framework. Instead of four managerial areas, this study proposes to distinguish between the strategic management arena and the operational management arena. The strategic management arena contains processes that together provide long‐term, strategic direction and operational support for project teams adopting supplier involvement. These processes also contribute to building up a supplier base that can meet current and future technology and capability needs. The operational management arena contains processes that are aimed at planning, managing, and evaluating the actual collaborations in a specific development project. The results of this study suggest that success of involving suppliers in product development is reflected by the firm's ability to capture both short‐ and long‐term benefits. If companies spend most of their time on operational management in development projects, they will fail to use the leverage effect of planning and preparing such involvement through strategic management activities. Also, they will not be sufficiently able to capture possible long‐term technology and learning benefits that may spin off from individual projects. Long‐term collaboration benefits can only be captured if a company can build long‐term relationships with key suppliers, with which it builds learning routines and ensures that the capability sets of both parties are aligned and remain useful for future joint projects.     

Economic implications of proposed accounting for stock-based compensation

This article examines the market expectations of the proposed accounting changes for stock-based compensation in the exposure draft that preceded the Statement of Financial Accounting Standards No. 123. The exposure draft made recommendations that significantly differed from current practice. Affected firms expressed concern that the proposed changes would drastically reduce their reported earnings. This could lead to firms becoming less attractive to capital sources (resulting in higher costs of capital) and firms refraining from using stock options to attract talented managers and entrepreneurs. The market test shows that affected firms experienced negative security market prices contemporaneous with issuance of the exposure draft. Cross-sectional analyses indicate that the magnitude of price decline is associated with measures of high risk and less mature firms.     

Combining value and price to make purchase decisions in business markets

The authors investigate how purchasing managers combine information about product offerings' values and prices to make purchase decisions. The results of two field studies show that managers do not regard monetarily-equivalent changes in value and price to be the same. Using reference-dependent theory, the authors show that, rather than a single utility function, separate functions for value and price appear to underlie purchasing managers' decisions. The authors also address means of inducing managers to choose higher-valued, higher-priced product offerings.