BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Gelderman Cees J. (Open University of the Netherlands, Netherlands), Semeijn Janjaap (Open University of the Netherlands, Netherlands), Verweij Esther (Strategic Procurement Consultant at the Province of South Holland, the Netherlands)
Tytuł
The Effectiveness of Cross-functional Sourcing Teams - an Embedded Case Study in a Large Public Organization
Efektywność interfunkcjonalnych zespołów sourcingowych - studium przypadku osadzone w wielkiej organizacji publicznej
Źródło
Central European Review of Economics and Management, 2017, vol. 1, nr 3, s. 7-43, bibliogr. 54 poz.
Słowa kluczowe
Zamówienia publiczne, Efektywność organizacji, Praca zespołowa
Public procurement, Organisation effectiveness, Team work
Uwagi
Klasyfikacja JEL: M4
streszcz., summ.
Abstrakt
Cel: Zbadanie zależności pomiędzy cechami zespołów a ich oddziaływaniem na efektywność interfunkcjonalnych zespołów sourcingowych w zielonych zamówieniach publicznych. Metodyka badań: W pojedynczym studium przypadku przeanalizowano za pomocą analizy porównawczej trzy interfunkcjonalne zespoły sourcingowe z różnych wydziałów i departamentów niderlandzkiej Prowincji Południowej Holandii. Wnioski: W zespołach cechujących się większą spójnością interpersonalną miała miejsce bardziej osobista i otwarta komunikacja oraz lepsza nieformalna częstotliwość wewnątrzzespolowej komunikacji. Najwidoczniej, komunikacja związana z pracą zadaniową ma pozytywny wpływ na spójność zadania, zaś spójność interpersonalna ma pozytywny wpływ na komunikację interpersonalną. Stabilny zespół, w którym podział ról i członkostwo nie podlegają zmianom, zwykle wykazuje się silną spójnością zadaniową. Do zespołowej efektywności przyczyniają się przestrzeń biurowa służąca do regularnych spotkań oraz czas wyznaczony na aktywność zespołu. Wartość artykułu: Podejmowanie decyzji o pozyskiwaniu kandydatów stanowi złożony proces, zwłaszcza w przypadku interfunkcjonalnych zespołów sourcingowych złożonych z różnych przedstawicieli odmiennych dyscyplin, z rozbieżnymi poglądami, celami oraz priorytetami. Kilka badań poświęcono zespołom sourcingowym w sektorze publicznym. Niniejsze badanie zostało oparte na modelu Input-Mediation-Output-Input (IMOI), pozwalającym rozpoznać czynniki mediacyjne (procesy i nagłe stany), transformujące nakłady w wyniki (wejście na wyjście). Badanie przyczyniło się do obecnego rozumienia nieliniowych związków pomiędzy procesami i nagłymi stanami interfunkcjonalnych zespołów w sektorze publicznym. Wyniki są użyteczne dla organizacji publicznych w odniesieniu do budowania bardziej efektywnych interfunkcjonalnych zespołów sourcingowych.(abstrakt oryginalny)

Aim: To investigate the relationships between team characteristics and their impact on cross-functional sourcing team effectiveness in a public procurement environment. Design / Research methods: In an embedded single case study, three cross-functional sourcing teams of diverse divisions and departments of the Dutch Province of South Holland are analyzed by means of a comparative analysis. Conclusions / findings: Teams with greater interpersonal cohesiveness showed more personal and open communication and greater informal frequency of within-team communication. Apparently, task work communication has a positive impact on task cohesion, and interpersonal cohesion has a positive impact on interpersonal communication. A stable team with no changes in roles and membership is likely to show strong task cohesion. Office space for regular meetings and dedicated time for team activities contribute to team effectiveness. Originality / value of the article: Making sourcing decisions is a complex process, particularly in cross-functional sourcing teams with divergent views, objectives, and priorities of the various members of different disciplines. Few studies have examined sourcing teams in the public sector. The study is based on the Input-Mediation-Output-Input model which recognizes mediational factors (processes and emergent states) that transform inputs to outputs. The study contributes to current understanding of the nonlinear linkages between process and emergent states of cross-functional teams in the public sector. The results are useful for public organizations to create more effective cross-functional sourcing teams.(original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Ancona D.G. (1990), Outward bound: Strategies for team survival in an organization, "Academy of Management Journal", vol. 33 no. 2, pp. 334-365.
  2. Arlbjørn J.S., Freytag P.V. (2012), Public procurement vs private purchasing: Is there any foundation for comparing and learning across the sectors?, "International Journal of Public Sector Management", vol. 25 no. 3, pp. 203-220.
  3. Athanasaw Y.A. (2003), Team characteristics and team member knowledge, skills, and ability relationships to the effectiveness of cross-functional teams in the public sector, "International Journal of Public Administration", vol. 26 nos. 10/11, pp. 1165-1203.
  4. Cohen S.G., Bailey, D.E. (1997), What makes teams work: group effectiveness research from the shop floor to the executive suite, "Journal of management", vol. 23 no. 3, pp. 239-290.
  5. Coun M.J.H., Gelderman C.J., Pérez Arendsen J. (2015), Gedeeld leiderschap en proactiviteit in Het Nieuwe Werken (Shared leadership and proactivity in the New Ways of Working), Gedrag en Organisatie, vol. 28 no 4, pp. 356-379.
  6. Denison D.R., Hart S.L., Kahn J. A. (1996), From chimneys to cross-functional teams: Developing and validating a diagnostic model, "Academy of Management Journal", vol. 39 no. 4, pp. 1005-1023.
  7. Driedonks B.A., Gevers J.M., Van Weele A.J. (2010), Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations, "Journal of Purchasing and Supply Management", vol. 16 no. 2, pp. 109-117.
  8. Driedonks B.A., Gevers J.M., Van Weele A.J. (2014), Success factors for sourcing teams: How to foster sourcing team effectiveness, "European Management Journal", vol. 32 no. 2, pp. 288-304.
  9. Englyst L., Jørgensen F., Johansen J., Mikkelsen O.S. (2008), Commodity team motivation and performance, "Journal of Purchasing and Supply Management", vol. 14 no. 1, pp. 15-27.
  10. Enz M.G., Lambert D.M. (2012), Using cross-functional, cross-firm teams to co-create value: The role of financial measures, " Industrial Marketing Management", vol. 41 no. 3, pp. 495-507.
  11. Erridge A., Greer J. (2002), Partnerships and public procurement: building social capital through supply relations, "Public Administration", vol. 80 no. 3, pp. 503-522.
  12. Erridge A., McIlroy J. (2002), Public procurement and supply management strategies, "Public Policy and Administration", vol. 17 no. 1, pp. 52-71.
  13. Erridge A. (2007), Public procurement, public value and the Northern Ireland unemployment pilot project, "Public Administration", vol. 85 no. 4, pp. 1023-1043.
  14. Gelderman C.J., Semeijn J., Vluggen R. (2017), Development of sustainability in public sector procurement, "Public Money & Management", vol. 37 no. 4, pp. 435-442.
  15. Gelderman C.J., Albronda B.J. (2017), Professioneel inkopen (Professional purchasing), 5th edition, Noordhoff Uitgevers, Groningen, The Netherlands.
  16. Gevers J.M., Driedonks B.A., Jelinek M., Van Weele A.J. (2015), Functional diversity appropriateness: Members' and managers' differential perceptions, "Journal of Managerial Psychology', vol. 30 no. 6, pp. 709-725.
  17. Giunipero L.C., Vogt J.F. (1997), Empowering the purchasing function: moving to team decisions, "International Journal of Purchasing and Materials Management", vol. 33 no. 4, pp. 8-15.
  18. Glock C.H., Hochrein, S. (2011), Purchasing Organization and Design: a literature review, "BuR-Business Research", vol. 4 no. 2, pp. 149-191.
  19. Harland C., Telgen J., Callender G. (2013), International Research Study of Public Procurement, in: The Sage Handbook of Strategic Supply Management, ed. Harland C., Nassimbeni G., Schneller E., Sage Publications Inc. , Thousand Oaks, CA, pp. 374-401.
  20. Holland S., Gaston K., Gomes J. (2000), Critical success factors for cross-functional teamwork in new product development, " International Journal of Management Reviews", vol. 2 no. 3, pp. 231-259.
  21. Ilgen D.R., Hollenbeck J.R., Johnson M., Jundt D. (2005), Teams in organizations: From input-process-output models to IMOI models, "Annual Review of Psychology", vol. 56, pp. 517-543.
  22. Johnson P.F., Klassen R.D., Leenders M.R., Fearon H.E. (2002), Determinants of purchasing team usage in the supply chain, "Journal of Operations Management", vol. 20 no. 1, pp. 77-89.
  23. Johnson P.F., Leenders M.R., McCue C. (2003), A comparison of purchasing's organizational roles and responsibilities in the public and private sector, "Journal of Public Procurement", vol. 3 no. 1, pp. 57-74.
  24. Kaufmann L., Gaeckler J. (2015), On the relationship between purchasing integration and purchasing decision-making speed, "International Journal of Physical Distribution & Logistics Management", vol. 45 no. 3, pp. 214-236.
  25. Kaufmann L., Meschnig G., Reimann F. (2014), Rational and intuitive decision-making in sourcing teams: Effects on decision outcomes, "Journal of Purchasing and Supply Management", vol. 20 No. 2, pp. 104-112.
  26. Kaufmann L. Wagners C.M. (2017), Affective diversity and emotional intelligence in cross-functional sourcing teams, "Journal of Purchasing & Supply Management", vol. 23 no. 1, pp. 5-16.
  27. Kozlowski S.W.J, Bell B. S. (2003), Work groups and teams in organizations. In: Handbook of psychology (vol. 12): Industrial and Organizational Psychology , ed. Borman W.C., Ilgen D.R., Klimoski R.J. Wiley, New York, pp. 333-375.
  28. Kozlowski S.W.J., Ilgen D.R. (2006), Enhancing the effectiveness of work groups and teams, "Psychological science in the public interest", vol. 7 no. 3, pp. 77-124.
  29. Leenders M., Johnson P.F., Flynn A., Fearon, H.E. (2005), Purchasing and Supply Management, 13th edition, McGraw-Hill, Chicago.
  30. Leibold M., Probst G.J., Gibbert M. (2007), Strategic management in the knowledge economy: New approaches and business applications, John Wiley, New York. gen, The Netherlands.
  31. Luzzini D., Brandon-Jones E., Brandon-Jones A., Spina G. (2015), From sustainability commitment to performance: The role of intra-and inter-firm collaborative capabilities in the upstream supply chain, "International Journal of Production Economics", vol. 165, pp. 51-63.
  32. Mathieu J., Maynard M.T., Rapp T., Gilson L. (2008), Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future, "Journal of Management", vol. 34 no. 3, pp. 410-476.
  33. McCue C., Gianakis G. (2001), Public purchasing: Who's minding the store?, "Journal of Public Procurement", vol. 1 no. 1, pp. 71-95.
  34. Meschnig G., Kaufmann L. (2015), Consensus on supplier selection objectives in cross-functional sourcing teams. Antecendents and outcomes, "International Journal of Physical Distribution & Logistics Management", vol. 45 no. 8, pp. 774-793.
  35. Miles M.B., Huberman A.M. (2014). Qualitative data analysis: An expanded sourcebook, 3rd edition, Sage publications, Thousand Oaks, CA.
  36. Monczka R.M., Trent R.J. (1993), Cross-functional sourcing team effectiveness, Center for Advanced Purchasing Studies, Tempe, AZ.
  37. Moses A., Åhlström P. (2008), Problems in cross-functional sourcing decision processes, "Journal of Purchasing and Supply Management", vol. 14 no. 2, pp. 87-99.
  38. Murray J.G. (2009), Improving the validity of public procurement research, "International Journal of Public Sector Management", vol. 22 no. 2, pp. 91-103.
  39. Parker G.M. (2003), Cross-functional teams: working with allies, enemies, and other strangers, 2nd edition, Jossey-Bass, San Francisco.
  40. Parris M.A., Vickers M.H. (2005), Working in teams: the influence of rhetoric - from densemaking to dadness, "Administrative Theory & Praxis", vol. 27 no. 2, pp. 277-300.
  41. Pinto M.B., Pinto J.K. (1990), Project team communication and cross-functional cooperation in new program development, "Journal of Product Innovation Management", vol. 7 no. 3, pp. 200-212.
  42. Reed T.S., Bowman D.E., Knipper M.E. (2005), The challenge of bringing industry best practices to public procurement: Strategic sourcing and commodity councils, in International public procurement conference; challenges in public procurement: an international perspective, PrAcademics Press, Boca Raton, pp. 271-289.
  43. Roe R.A., Gockel C. Meyer B. (2012), Time and change in teams: Where we are and where we are moving, ´European Journal of Work and Organizational Psychology", vol. 21 no. 5, pp. 629-656.
  44. Saldaña J. (2012). The coding manual for qualitative researchers, 2nd edition, Sage Publications, London.
  45. Schapper P.R., Malta J.V., Gilbert D.L. (2006), An analytical framework for the management and reform of public procurement, "Journal of public procurement", vol. 6 no. 1/2, pp. 1-26.
  46. Summers J.K., Humphrey S.E., Ferris G.R. (2012), Team member change, flux in coordination, and performance: Effects of strategic core roles, information transfer, and cognitive ability, "Academy of Management Journal", vol. 55 no. 2, pp. 314-338.
  47. Talluri S., Narasimhan R. (2004), A methodology for strategic sourcing, "European journal of Operational Research", vol. 154 no. 1, pp. 236-250.
  48. Telgen J., Harland C., Knight L. (2007), "Public procurement in perspective" in Public procurement: international cases and commentary, ed. Knight L., Harland C., Telgen J., Thai K.V., Callener, G., McKen K., Routledge, Abingdon, United Kingdom, pp. 16-24.
  49. Thai K.V. (2001), Public procurement re-examined, "Journal of Public Procurement", vol. 1 no. 1, pp. 9-50.
  50. Trent R.J. (2003), Planning to use work teams effectively, "Team Performance Management", vol. 9 nos. 3/4, pp. 50-58.
  51. Trent R.J., Monczka R.M. (1994), Effective cross-functional sourcing teams: Critical success factors, "International Journal of Purchasing and Materials Management", vol. 30 no. 3, pp. 2-11.
  52. Trent R.J., Monczka R.M. (1998), Purchasing and supply management: trends and changes throughout the 1990s, "International Journal of Purchasing and Materials Management", vol. 34 no. 3, pp. 2-11.
  53. Yin R.K. (2014), Case study research: design and methods, 5th edition, Sage publications, Thousand Oaks, CA.
  54. Zheng J., Knight L., Harland C., Humby S., James K. (2007), An analysis of research into the future of purchasing and supply management, "Journal of Purchasing and Supply Management", vol. 13 no. 1, pp. 69-83.
Cytowane przez
Pokaż
ISSN
2543-9472
Język
eng
URI / DOI
http://dx.doi.org/10.29015/cerem.536
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu