The effects of purchasing proactivity on value creation and supply risk reduction in sourcing projects: implications for marketers’ capabilities

Eline Van Poucke, Paul Matthyssens (Corresponding author), Arjan van Weele, Wouter Van Bockhaven

Research output: Contribution to journalArticleAcademicpeer-review

1 Citation (Scopus)

Abstract

In many organizations, the role of purchasing is in a transition from a reactive order taker, into a proactive and internally integrated business partner. Building on a Resource-Based View and Capability-Based View, this study explores how purchasing professionals’ involvement and proactive efforts in sourcing processes affect sourcing project outcomes, in terms of both value creation and supply risk reduction. The authors gathered data on 112 sourcing projects from a large, private financial services company with in-depth and structured interviews with key stakeholders. A structural model deploying the research hypotheses was analyzed using the Partial Least Squares technique. The results reveal that, driven by early involvement of and responsibility granted to the purchasing professional, purchasing proactivity enhances value creation and supply risk reduction sourcing outcomes. Specifically, proactivity mediates the effect of purchasing's involvement on value creation. This study empirically establishes the importance of purchasing proactivity, serving as critical capability of purchasing professionals. Following a dyadic logic, this impacts industrial marketers. More specifically, when purchasers build capabilities to show proactive behavior to enhance value creation and risk reduction, marketers need to develop capabilities to facilitate purchasers in their endeavors.

Original languageEnglish
JournalIndustrial Marketing Management
DOIs
Publication statusAccepted/In press - 11 Dec 2018

Fingerprint

Proactivity
Supply risk
Value creation
Risk reduction
Purchasing
Sourcing
Marketers
Integrated
Stakeholders
In-depth interviews
Partial least squares
Financial services
Structural model
Logic
Structured interview
Proactive behavior
Resource-based view
Responsibility

Keywords

  • Industrial marketing capabilities
  • Purchasing capabilities
  • Purchasing involvement
  • Purchasing proactivity
  • Sourcing project outcomes

Cite this

@article{f3a6ff3cdea44a9cb9e2fe6789f9cdbf,
title = "The effects of purchasing proactivity on value creation and supply risk reduction in sourcing projects: implications for marketers’ capabilities",
abstract = "In many organizations, the role of purchasing is in a transition from a reactive order taker, into a proactive and internally integrated business partner. Building on a Resource-Based View and Capability-Based View, this study explores how purchasing professionals’ involvement and proactive efforts in sourcing processes affect sourcing project outcomes, in terms of both value creation and supply risk reduction. The authors gathered data on 112 sourcing projects from a large, private financial services company with in-depth and structured interviews with key stakeholders. A structural model deploying the research hypotheses was analyzed using the Partial Least Squares technique. The results reveal that, driven by early involvement of and responsibility granted to the purchasing professional, purchasing proactivity enhances value creation and supply risk reduction sourcing outcomes. Specifically, proactivity mediates the effect of purchasing's involvement on value creation. This study empirically establishes the importance of purchasing proactivity, serving as critical capability of purchasing professionals. Following a dyadic logic, this impacts industrial marketers. More specifically, when purchasers build capabilities to show proactive behavior to enhance value creation and risk reduction, marketers need to develop capabilities to facilitate purchasers in their endeavors.",
keywords = "Industrial marketing capabilities, Purchasing capabilities, Purchasing involvement, Purchasing proactivity, Sourcing project outcomes",
author = "{Van Poucke}, Eline and Paul Matthyssens and {van Weele}, Arjan and {Van Bockhaven}, Wouter",
year = "2018",
month = "12",
day = "11",
doi = "10.1016/j.indmarman.2018.12.003",
language = "English",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier",

}

The effects of purchasing proactivity on value creation and supply risk reduction in sourcing projects : implications for marketers’ capabilities. / Van Poucke, Eline; Matthyssens, Paul (Corresponding author); van Weele, Arjan; Van Bockhaven, Wouter.

In: Industrial Marketing Management, 11.12.2018.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - The effects of purchasing proactivity on value creation and supply risk reduction in sourcing projects

T2 - implications for marketers’ capabilities

AU - Van Poucke, Eline

AU - Matthyssens, Paul

AU - van Weele, Arjan

AU - Van Bockhaven, Wouter

PY - 2018/12/11

Y1 - 2018/12/11

N2 - In many organizations, the role of purchasing is in a transition from a reactive order taker, into a proactive and internally integrated business partner. Building on a Resource-Based View and Capability-Based View, this study explores how purchasing professionals’ involvement and proactive efforts in sourcing processes affect sourcing project outcomes, in terms of both value creation and supply risk reduction. The authors gathered data on 112 sourcing projects from a large, private financial services company with in-depth and structured interviews with key stakeholders. A structural model deploying the research hypotheses was analyzed using the Partial Least Squares technique. The results reveal that, driven by early involvement of and responsibility granted to the purchasing professional, purchasing proactivity enhances value creation and supply risk reduction sourcing outcomes. Specifically, proactivity mediates the effect of purchasing's involvement on value creation. This study empirically establishes the importance of purchasing proactivity, serving as critical capability of purchasing professionals. Following a dyadic logic, this impacts industrial marketers. More specifically, when purchasers build capabilities to show proactive behavior to enhance value creation and risk reduction, marketers need to develop capabilities to facilitate purchasers in their endeavors.

AB - In many organizations, the role of purchasing is in a transition from a reactive order taker, into a proactive and internally integrated business partner. Building on a Resource-Based View and Capability-Based View, this study explores how purchasing professionals’ involvement and proactive efforts in sourcing processes affect sourcing project outcomes, in terms of both value creation and supply risk reduction. The authors gathered data on 112 sourcing projects from a large, private financial services company with in-depth and structured interviews with key stakeholders. A structural model deploying the research hypotheses was analyzed using the Partial Least Squares technique. The results reveal that, driven by early involvement of and responsibility granted to the purchasing professional, purchasing proactivity enhances value creation and supply risk reduction sourcing outcomes. Specifically, proactivity mediates the effect of purchasing's involvement on value creation. This study empirically establishes the importance of purchasing proactivity, serving as critical capability of purchasing professionals. Following a dyadic logic, this impacts industrial marketers. More specifically, when purchasers build capabilities to show proactive behavior to enhance value creation and risk reduction, marketers need to develop capabilities to facilitate purchasers in their endeavors.

KW - Industrial marketing capabilities

KW - Purchasing capabilities

KW - Purchasing involvement

KW - Purchasing proactivity

KW - Sourcing project outcomes

UR - http://www.scopus.com/inward/record.url?scp=85058007411&partnerID=8YFLogxK

U2 - 10.1016/j.indmarman.2018.12.003

DO - 10.1016/j.indmarman.2018.12.003

M3 - Article

AN - SCOPUS:85058007411

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -