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Though supplier performance measurement systems (SPMS) provide a key tool for buyers to govern supplier relationships and performance, they can have a detrimental impact on trust and commitment, when perceived as just a means of control. SPMS are particularly valuable in sectors characterized by high complexity and variability of supplier performance, such construction. In projects with public sector buyers, regulations can constrain the development of comprehensive SPMS and the establishment of long-term perspectives on buyer-supplier relationships, and the impact of performance measurement practices are less well understood. To explore whether and how control and commitment can be achieved through structured use of SPMS in the public sector, this paper investigates the impact of a systematic approach to supplier performance measurement on project performance (i.e. cost, time, and quality), and how these effects are mediated by commitment. These relationships are tested using structural equation modeling on dyadic survey data collected from both suppliers and public buyers in 206 construction infrastructure projects in Italy. Results show that more rigorous qualification and performance evaluation processes have a positive impact on project performance, whereas this is not the case for supplier selection processes. Supplier commitment has a positive mediating role on the relationship between performance evaluation and project performance, while buyer commitment negatively mediates the impact of a more rigorous qualification process. These findings inform our understanding of the trade-off between control and commitment, focusing on public buyer-supplier relationships in construction projects. They demonstrate the differential relevance of SPMS to final performance across phases of the contracting cycle, and the contrasting impact of buyer and supplier commitment.
Andrea S. Patrucco; Antonella Moretto; Louise Knight. Does relationship control hinder relationship commitment? The role of supplier performance measurement systems in construction infrastructure projects. International Journal of Production Economics 2020, 233, 108000 .
AMA StyleAndrea S. Patrucco, Antonella Moretto, Louise Knight. Does relationship control hinder relationship commitment? The role of supplier performance measurement systems in construction infrastructure projects. International Journal of Production Economics. 2020; 233 ():108000.
Chicago/Turabian StyleAndrea S. Patrucco; Antonella Moretto; Louise Knight. 2020. "Does relationship control hinder relationship commitment? The role of supplier performance measurement systems in construction infrastructure projects." International Journal of Production Economics 233, no. : 108000.
Drawing on prior research, the value of scenario planning as a methodology for future research on the future of purchasing and supply management (PSM) is explored. Using three criteria of research quality – rigour, originality and significance – it is shown how developing scenarios and analysing their implications present new, important research opportunities for PSM academics, practitioners, and leaders of the profession. Researching the future of PSM supports the identification of uncertainties and anticipates change across many units and levels of analysis of interest to PSM scholars and practitioners, such as the profession/discipline, markets/sectors, or organizations. Scenarios are particularly effective for: considering how the complex interaction of macro-environmental factors affects the PSM context; avoiding incremental thinking; surfacing assumptions and revealing significant blind spots. PSM research using scenarios aligns with Corley and Gioia’s (2011) call for prescience-oriented research in which academics aim for more impactful research, enhancing sense-giving potential and theoretical relevance to practice to better perform their adaptive role in society.
Louise A Knight; Joanne Meehan; Efstathios Tapinos; Laura Menzies; Alexandra Pfeiffer. Researching the future of purchasing and supply management: The purpose and potential of scenarios. Journal of Purchasing and Supply Management 2020, 26, 100624 .
AMA StyleLouise A Knight, Joanne Meehan, Efstathios Tapinos, Laura Menzies, Alexandra Pfeiffer. Researching the future of purchasing and supply management: The purpose and potential of scenarios. Journal of Purchasing and Supply Management. 2020; 26 (3):100624.
Chicago/Turabian StyleLouise A Knight; Joanne Meehan; Efstathios Tapinos; Laura Menzies; Alexandra Pfeiffer. 2020. "Researching the future of purchasing and supply management: The purpose and potential of scenarios." Journal of Purchasing and Supply Management 26, no. 3: 100624.
Louise A Knight; Wendy L. Tate; Lisa M. Ellram; Asta Salmi; Erik M. van Raaij; Stephan M. Wagner. Looking back & looking forward. Journal of Purchasing and Supply Management 2019, 25, 100582 .
AMA StyleLouise A Knight, Wendy L. Tate, Lisa M. Ellram, Asta Salmi, Erik M. van Raaij, Stephan M. Wagner. Looking back & looking forward. Journal of Purchasing and Supply Management. 2019; 25 (5):100582.
Chicago/Turabian StyleLouise A Knight; Wendy L. Tate; Lisa M. Ellram; Asta Salmi; Erik M. van Raaij; Stephan M. Wagner. 2019. "Looking back & looking forward." Journal of Purchasing and Supply Management 25, no. 5: 100582.
Purchasing and supply management scholarship and practice has significantly evolved during the past 25 years. In parallel, the Journal of Purchasing and Supply Management has likewise emerged from its origins as the European Journal of Purchasing & Supply Management as an important source for publishing purchasing and supply management research. The purpose of this manuscript is to provide the journal's current and future readership a historical perspective of how the journal has evolved during the last quarter century from the viewpoints of its current and former editors, and where we believe the future of purchasing and supply management is going as an academic discipline.
George A. Zsidisin; Richard Lamming; Christine Harland; Finn Wynstra; Alessandro Ancarani; Wendy L. Tate; Louise Knight. Reflecting on the past 25 years of the journal of purchasing and supply management: The editors′ perspectives. Journal of Purchasing and Supply Management 2019, 25, 100559 .
AMA StyleGeorge A. Zsidisin, Richard Lamming, Christine Harland, Finn Wynstra, Alessandro Ancarani, Wendy L. Tate, Louise Knight. Reflecting on the past 25 years of the journal of purchasing and supply management: The editors′ perspectives. Journal of Purchasing and Supply Management. 2019; 25 (4):100559.
Chicago/Turabian StyleGeorge A. Zsidisin; Richard Lamming; Christine Harland; Finn Wynstra; Alessandro Ancarani; Wendy L. Tate; Louise Knight. 2019. "Reflecting on the past 25 years of the journal of purchasing and supply management: The editors′ perspectives." Journal of Purchasing and Supply Management 25, no. 4: 100559.
Louise Knight; Wendy L. Tate. Quality and integrity in purchasing and supply management research. Journal of Purchasing and Supply Management 2018, 24, 177 -182.
AMA StyleLouise Knight, Wendy L. Tate. Quality and integrity in purchasing and supply management research. Journal of Purchasing and Supply Management. 2018; 24 (3):177-182.
Chicago/Turabian StyleLouise Knight; Wendy L. Tate. 2018. "Quality and integrity in purchasing and supply management research." Journal of Purchasing and Supply Management 24, no. 3: 177-182.
M. Hussain; E. Tapinos; Louise A Knight. Scenario-driven roadmapping for technology foresight. Technological Forecasting and Social Change 2017, 124, 160 -177.
AMA StyleM. Hussain, E. Tapinos, Louise A Knight. Scenario-driven roadmapping for technology foresight. Technological Forecasting and Social Change. 2017; 124 ():160-177.
Chicago/Turabian StyleM. Hussain; E. Tapinos; Louise A Knight. 2017. "Scenario-driven roadmapping for technology foresight." Technological Forecasting and Social Change 124, no. : 160-177.
Wendy L. Tate; Louise Knight. A year at the helm: Reflecting on roles, responsibilities and progress. Journal of Purchasing and Supply Management 2017, 23, 1 -4.
AMA StyleWendy L. Tate, Louise Knight. A year at the helm: Reflecting on roles, responsibilities and progress. Journal of Purchasing and Supply Management. 2017; 23 (1):1-4.
Chicago/Turabian StyleWendy L. Tate; Louise Knight. 2017. "A year at the helm: Reflecting on roles, responsibilities and progress." Journal of Purchasing and Supply Management 23, no. 1: 1-4.
Louise A Knight; Wendy L. Tate; Aristides Matopoulos; Joanne Meehan; Asta Salmi. Breaking the mold: Research process innovations in purchasing and supply management. Journal of Purchasing and Supply Management 2016, 22, 239 -243.
AMA StyleLouise A Knight, Wendy L. Tate, Aristides Matopoulos, Joanne Meehan, Asta Salmi. Breaking the mold: Research process innovations in purchasing and supply management. Journal of Purchasing and Supply Management. 2016; 22 (4):239-243.
Chicago/Turabian StyleLouise A Knight; Wendy L. Tate; Aristides Matopoulos; Joanne Meehan; Asta Salmi. 2016. "Breaking the mold: Research process innovations in purchasing and supply management." Journal of Purchasing and Supply Management 22, no. 4: 239-243.
Louise Knight; Wendy Tate. Editorial from the incoming Editors: Setting out. Journal of Purchasing and Supply Management 2016, 22, 69 -71.
AMA StyleLouise Knight, Wendy Tate. Editorial from the incoming Editors: Setting out. Journal of Purchasing and Supply Management. 2016; 22 (2):69-71.
Chicago/Turabian StyleLouise Knight; Wendy Tate. 2016. "Editorial from the incoming Editors: Setting out." Journal of Purchasing and Supply Management 22, no. 2: 69-71.
Often it is commercial, not technological, factors which hinder the adoption of potentially valuable innovations. In energy policy, much attention is given to analysing and incentivising consumer demand for renewable energy, but new technologies may also need new supply markets, to provide products and services to build, operate and maintain the innovative technology. This paper addresses the impact of supply constraints on the long-term viability of sustainability related innovations, using the case of bioenergy from organic waste. Uncertainties in the pricing and availability of feedstock (i.e. waste) may generate market deadlock and deter potential investors. We draw on prior research to conceptualise the problem, and identify what steps might be taken to address it. We propose a research agenda aimed at purchasing and supply scholars and centred on the need to understand better the interplay between market evolution and supply uncertainty and ‘market shaping’ – how stakeholders can legitimately influence supply market evolution – to support the adoption of sustainability related innovation.
Louise Knight; Alexandra Pfeiffer; James Scott. Supply market uncertainty: Exploring consequences and responses within sustainability transitions. Journal of Purchasing and Supply Management 2015, 21, 167 -177.
AMA StyleLouise Knight, Alexandra Pfeiffer, James Scott. Supply market uncertainty: Exploring consequences and responses within sustainability transitions. Journal of Purchasing and Supply Management. 2015; 21 (3):167-177.
Chicago/Turabian StyleLouise Knight; Alexandra Pfeiffer; James Scott. 2015. "Supply market uncertainty: Exploring consequences and responses within sustainability transitions." Journal of Purchasing and Supply Management 21, no. 3: 167-177.
Kraljic's (1983) purchasing portfolio approach holds that different types of purchases need different sourcing strategies, underpinned by distinct sets of resources and practices. The approach is widely deployed in business and extensively researched, and yet little research has been conducted on how knowledge and skills vary across a portfolio of purchases. This study extends the body of knowledge on purchasing portfolio management, and its application in the strategic development of purchasing in an organization, and on human resource management in the purchasing function. A novel approach to profiling purchasing skills is proposed, which is well suited to dynamic environments which require flexibility. In a survey, experienced purchasing personnel described a specific purchase and profiled the skills required for effective performance in purchasing that item. Purchases were categorized according to their importance to the organization (internally-oriented evaluation of cost and production factors) and to the supply market (externally-oriented evaluation of commercial risk and uncertainty). Through cluster analysis three key types of purchase situations were identified. The skills required for effective purchasing vary significantly across the three clusters (for 22 skills, p<0.01). Prior research shows that global organizations use the purchasing portfolio approach to develop sourcing strategies, but also aggregate analyses to inform the design of purchasing arrangements (local vs global) and to develop their improvement plans. Such organizations would also benefit from profiling skills by purchase type. We demonstrate how the survey can be adapted to provide a management tool for global firms seeking to improve procurement capability, flexibility and performance
Louise A Knight; Yi-Hsi Tu; Jude Preston. Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability. International Journal of Production Economics 2014, 147, 271 -283.
AMA StyleLouise A Knight, Yi-Hsi Tu, Jude Preston. Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability. International Journal of Production Economics. 2014; 147 ():271-283.
Chicago/Turabian StyleLouise A Knight; Yi-Hsi Tu; Jude Preston. 2014. "Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability." International Journal of Production Economics 147, no. : 271-283.
This article explores the future of collaboration in an era of austerity. Boundary object theory provides a framework to assess the significance and role of four key discourses in collaboration—efficiency, effectiveness, responsiveness and cultural performance. Crisis provides a way of examining how discourses realign. The exploration of discourses aids critical analysis of collaboration across sectoral, geographical and disciplinary boundaries, highlighting the importance of understanding the contextual roots of collaboration theory and practice, and the implications of local/global dynamics.
Helen Sullivan; Paul Williams; Mick Marchington; Louise Knight. Collaborative futures: discursive realignments in austere times. Public Money & Management 2013, 33, 123 -130.
AMA StyleHelen Sullivan, Paul Williams, Mick Marchington, Louise Knight. Collaborative futures: discursive realignments in austere times. Public Money & Management. 2013; 33 (2):123-130.
Chicago/Turabian StyleHelen Sullivan; Paul Williams; Mick Marchington; Louise Knight. 2013. "Collaborative futures: discursive realignments in austere times." Public Money & Management 33, no. 2: 123-130.
In the Operations Management field, sustainable procurement has emerged as a way to green the purchasing and supply process. This paper explores issues in sustainable procurement training. The authors formed an interdisciplinary team to design, deliver and evaluate a training programme to promote and develop sustainable procurement in the United Kingdom health sector. Particular features of the project were its engagement with evolving and contested understandings of sustainable procurement and of the underlying concept of sustainable development and its recognition that relevant knowledge in the field is both incomplete and widely diffused through the procurement community. Eight practitioner groups worked together on themes to develop their understanding of sustainable procurement using the Blackboard virtual learning environment. Group interviews were conducted upon completion of the course and again three months later to explore qualitatively participants' experience of learning and implementing sustainable procurement. Although the course was delivered to practitioners, it might be modified for undergraduate and graduate students as it comprised the use of online activities in virtual learning environments, case studies and a broad range of literature. The course was also particularly significant in the context of contemporary policy moves in the United Kingdom and elsewhere to promote the role of higher education institutions in delivering workplace-based, high-skills education consistent with strategic policy considerations (see, for example, DIUS, 2008).
Helen L. Walker; Stephen Gough; Elmer F. Bakker; Louise A Knight; Darian McBain. Greening Operations Management. Journal of Management Education 2008, 33, 348 -371.
AMA StyleHelen L. Walker, Stephen Gough, Elmer F. Bakker, Louise A Knight, Darian McBain. Greening Operations Management. Journal of Management Education. 2008; 33 (3):348-371.
Chicago/Turabian StyleHelen L. Walker; Stephen Gough; Elmer F. Bakker; Louise A Knight; Darian McBain. 2008. "Greening Operations Management." Journal of Management Education 33, no. 3: 348-371.
This paper reflects on a longitudinal collaborative action research programme between the Centre for Research in Strategic Purchasing and Supply and the UK National Health Service Purchasing and Supply Agency that has operated since 1995. During the collaboration, research has changed practice and practice has changed research. A framework for analysing change is introduced as a means of examining how supply strategy has changed during the course of the research. The framework is applied to three supply strategy cases of prosthetics, clinical waste and cardiology, illustrating how practice and research have changed and influenced the production of knowledge over time. The methodological, theoretical and managerial implications of such longitudinal action research programmes are reflected on
Helen Walker; Christine Harland; Louise A Knight; Chris Uden; Samantha Forrest. Reflections on longitudinal action research with the English National Health Service. Journal of Purchasing and Supply Management 2008, 14, 136 -145.
AMA StyleHelen Walker, Christine Harland, Louise A Knight, Chris Uden, Samantha Forrest. Reflections on longitudinal action research with the English National Health Service. Journal of Purchasing and Supply Management. 2008; 14 (2):136-145.
Chicago/Turabian StyleHelen Walker; Christine Harland; Louise A Knight; Chris Uden; Samantha Forrest. 2008. "Reflections on longitudinal action research with the English National Health Service." Journal of Purchasing and Supply Management 14, no. 2: 136-145.
Elmer Bakker; Jurong Zheng; Louise Knight; Christine Harland. Putting e‐commerce adoption in a supply chain context. International Journal of Operations & Production Management 2008, 28, 313 -330.
AMA StyleElmer Bakker, Jurong Zheng, Louise Knight, Christine Harland. Putting e‐commerce adoption in a supply chain context. International Journal of Operations & Production Management. 2008; 28 (4):313-330.
Chicago/Turabian StyleElmer Bakker; Jurong Zheng; Louise Knight; Christine Harland. 2008. "Putting e‐commerce adoption in a supply chain context." International Journal of Operations & Production Management 28, no. 4: 313-330.
Louise A Knight. Challenges facing public procurement. Public Procurement 2007, 351 -357.
AMA StyleLouise A Knight. Challenges facing public procurement. Public Procurement. 2007; ():351-357.
Chicago/Turabian StyleLouise A Knight. 2007. "Challenges facing public procurement." Public Procurement , no. : 351-357.
Elmer Bakker; Andrew Rudd; Samantha Forrest; Louise Knight. Procurement in the English National Health Service. Public Procurement 2007, 42 -59.
AMA StyleElmer Bakker, Andrew Rudd, Samantha Forrest, Louise Knight. Procurement in the English National Health Service. Public Procurement. 2007; ():42-59.
Chicago/Turabian StyleElmer Bakker; Andrew Rudd; Samantha Forrest; Louise Knight. 2007. "Procurement in the English National Health Service." Public Procurement , no. : 42-59.
Louise A Knight. Public procurement in perspective. Public Procurement 2007, 16 -24.
AMA StyleLouise A Knight. Public procurement in perspective. Public Procurement. 2007; ():16-24.
Chicago/Turabian StyleLouise A Knight. 2007. "Public procurement in perspective." Public Procurement , no. : 16-24.
Despite being a major user of many technologies and innovations, the healthcare sector's role and influence as a procurer of technologies has been poorly represented by the literature and consequently is not fully understood. Providing a practical example of the introduction of digital signal process (DSP) hearing aids in to the English NHS, this paper discusses the role of public sector procurement agencies in the uptake of technologies from the private sector and their adoption by the public sector. Employing a system of innovation (SI) approach, the paper highlights the need for policy-makers to adopt a dynamic as well as systemic perspective that recognises the shifting roles, responsibilities and interactions of key stakeholders throughout the innovation process.
Wendy E Phillips; Louise A Knight; Nigel Caldwell; John Warrington. Policy through procurement—The introduction of digital signal process (DSP) hearing aids into the English NHS. Health Policy 2007, 80, 77 -85.
AMA StyleWendy E Phillips, Louise A Knight, Nigel Caldwell, John Warrington. Policy through procurement—The introduction of digital signal process (DSP) hearing aids into the English NHS. Health Policy. 2007; 80 (1):77-85.
Chicago/Turabian StyleWendy E Phillips; Louise A Knight; Nigel Caldwell; John Warrington. 2007. "Policy through procurement—The introduction of digital signal process (DSP) hearing aids into the English NHS." Health Policy 80, no. 1: 77-85.
Jurong Zheng; Louise A Knight; Christine Harland; Stuart Humby; Ken James. An analysis of research into the future of purchasing and supply management. Journal of Purchasing and Supply Management 2007, 13, 69 -83.
AMA StyleJurong Zheng, Louise A Knight, Christine Harland, Stuart Humby, Ken James. An analysis of research into the future of purchasing and supply management. Journal of Purchasing and Supply Management. 2007; 13 (1):69-83.
Chicago/Turabian StyleJurong Zheng; Louise A Knight; Christine Harland; Stuart Humby; Ken James. 2007. "An analysis of research into the future of purchasing and supply management." Journal of Purchasing and Supply Management 13, no. 1: 69-83.