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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

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. Copyright 2007 The Authors Journal compilation © CIRIEC 2007.

Suggested Citation

  • 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
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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. 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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