Cross‐Functional Influence and the Supplier Selection Decision in Competitive Environments: Who Makes the Call?

This paper presents the results of a multiple‐case study that examines how procurement and engineering personnel share priorities, have a common vision, and influence the supplier selection decision in competitive environments of varying risk and uncertainty. We interviewed 113 procurement and engineering respondents from 26 different companies/business units across up‐, mid‐, and downstream segments of the oil and gas industry. Following a middle‐range theorizing approach, we develop a series of working propositions and theoretical frameworks, utilizing goal congruence theory to sharpen proposition development and create suggested extensions for theory. In general, we find that engineering personnel tend to dominate cross‐functional decision making in higher risk environments and that more equal arrangements exist when both risk and uncertainty are low. When competitive environment risk is low but uncertainty is high, considerable disagreement arises over which function “leads” this decision. Higher risk environments drive higher goal congruence through shared vision and consensus on who makes supplier selection decisions.     

Can quality circles survive in the United States?

The context in which quality circles operate is an important to their long-term viability as is their internal structure. These contextual contingency variables—participants' attitudes, work setting, organizational culture, and the environment—represent factors that lie at the heart of the QC's ability to be integrated into Amerian organizational structures.     

Hierarchies and priorities in regional energy-environmental planning

This article is devoted to an analysis of hierarchies and priorities in energy-environmental policy making. The approach to dealing with conflicting issues in regional energy-environmental planning centers around selection of activities, according to a set of derived priorities subject to constraints reflecting interdependence of these activities. After an exposition of the prioritization problem, a method of accounting for the interdependence of activities is discussed.     

Resale Price Maintenance: An Economic Analysis of its Anticompetitive Potential

A decade ago, Leegin overruled Dr. Miles and subjected RPM to rule-of-reason treatment, under which the potential for anticompetitive conduct should be analyzed (rather than automatically assumed to be present). In its Leegin decision, the Supreme Court identified four ways in which RPM could be used to retard competition and consequently reduce consumer welfare: The first two involve the well-known concerns that RPM could be used to support either a manufacturer cartel or a dealer cartel; the last two involve unilateral conduct designed to foreclose entry or hinder smaller rivals. In this paper, we analyze these potentially harmful uses of RPM. We conclude that RPM does not pose a substantial anticompetitive threat.