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The Strategic Process And Its Impact On The Outcome Of A Tender

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  • Ola MATTISSON
  • Anna THOMASSON

Abstract

ABSTRACT**: A competitive tendering process within a public organization does not always render the anticipated results, i.e., the intended strategy is not always realized. This paper shows that the way the strategy process is managed by the parties involved in the tender is of importance to the outcome. Previous research has mainly focused on the situation ex ante the tendering process. This paper contributes to the research on competitive tendering by focusing on the management that takes place ex post the tendering process. For this purpose a theoretical framework consisting of a process‐based approach on strategy formation is applied to the analysis of two case studies of competitive tendering in the Swedish water and sewage sector.

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  • Ola MATTISSON & Anna THOMASSON, 2007. "The Strategic Process And Its Impact On The Outcome Of A Tender," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 78(3), pages 439-454, September.
    • Handle: RePEc:bla:annpce:v:78:y:2007:i:3:p:439-454
    DOI: 10.1111/j.1467-8292.2007.00341.x
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    References listed on IDEAS

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    1. Domberger, Simon & Jensen, Paul, 1997. "Contracting Out by the Public Sector: Theory, Evidence, Prospects," Oxford Review of Economic Policy, Oxford University Press and Oxford Review of Economic Policy Limited, vol. 13(4), pages 67-78, Winter.
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    3. H. Cox, 2003. "Questions About the Initiative of the European Commission Concerning the Awarding and Compulsory Competitive Tendering of Public Service Concessions," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 74(1), pages 7-31, March.
    4. Erik-Hans Klijn & Geert R. Teisman, 2003. "Institutional and Strategic Barriers to Public—Private Partnership: An Analysis of Dutch Cases," Public Money & Management, Taylor & Francis Journals, vol. 23(3), pages 137-146, July.
    5. Henry Mintzberg, 1978. "Patterns in Strategy Formation," Management Science, INFORMS, vol. 24(9), pages 934-948, May.
    6. Sue Llewellyn & Emma Tappin, 2003. "Strategy in the Public Sector: Management in the Wilderness," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 955-982, June.
    7. Simon Domberger & Stephen Rimmer, 1994. "Competitive Tendering and Contracting in the Public Sector: A Survey," International Journal of the Economics of Business, Taylor & Francis Journals, vol. 1(3), pages 439-453.
    8. Stefan Szymanski, 1996. "The impact of compulsory competitive tendering on refuse collection services," Fiscal Studies, Institute for Fiscal Studies, vol. 17(3), pages 1-19, August.
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    Cited by:

    1. Andrea ZATTI, 2012. "New Organizational Models In European Local Public Transport: From Myth To Reality," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 83(4), pages 533-559, December.
    2. Gabriel OBERMANN, 2007. "The Role Of The State As Guarantor Of Public Services: Transaction Cost Issues And Empirical Evidence," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 78(3), pages 475-500, September.
    3. Illoong Kwon & Sangin Park, 2018. "Public–Private Mixed Delivery and Information Effects," Economica, London School of Economics and Political Science, vol. 85(337), pages 75-91, January.
    4. Ola MATTISSON & Anna THOMASSON, 2010. "The water sector in Sweden," CIRIEC Working Papers 1012, CIRIEC - Université de Liège.
    5. Fabienne Fecher & Benoît Lévesque, 2008. "The Public Sector And The Social Economy In The Annals (1975–2007): Towards A New Paradigm," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 79(3‐4), pages 679-727, September.
    6. Andrea ZATTI, 2011. "Organizational models in European local public transport: is the new paradigm really dominant," Departmental Working Papers 2011-29, Department of Economics, Management and Quantitative Methods at Università degli Studi di Milano.

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