Managing the International Strategic Sourcing Process as a Market‐Driven Organizational Learning System*

Decision Sciences - Tập 29 Số 1 - Trang 193-216 - 1998
G. Tomas M. Hult1,2
1College of Business, Florida State University, Tallahassee, FL 32306–1110, email: [email protected]
2G.Tomas M. Hult is an assistant professor of marketing and multinational business, and director of the multinational business operations program at Florida State University. He received his Ph.D. from the University of Memphis in 1995, and holds a mechanical engineering degree from Sweden. His research interests are in the area of global organizational learning and international marketing strategy. He has published in Journal of Business Research, Journal of International Marketing, Industrial Marketing Management, and Journal of Marketing Education, among others. He is a member of the Decision Sciences Institute, Academy of International Business, American Marketing Association, and Academy of Marketing Science, and serves as a reviewer for Decision Sciences, Journal of Services Marketing, Journal of Marketing, Journal of Business Research, and Cycle Time Research.

Tóm tắt

ABSTRACTThis study examines the effects of market‐driven organizational learning on a select set of strategic sourcing outcomes involving the sourcing function of a Fortune 500 multinational corporation. The focus is on the dyadic activities and relationships between the domestic and international strategic business units (SBUs) and the corporate buying center. The hypothesized relationships are tested on the overall sample and based on a two‐by‐two matrix framework defined by international versus domestic settings and frequent versus infrequent sourcing scenarios. Based on a sample of 179 domestic and 167 international SBUs, the results suggest that market‐driven organizational learning in the strategic sourcing units influences customer satisfaction, relationship commitment, and cycle time of the sourcing process. However, while the set of learning orientations appears to be strategically robust across the four quadrant scenarios (moderator settings), the sourcing situations differ somewhat in the specific tactical learning orientations preferred.

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Decision Sciences

Tập 29 Số 1

193-216

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