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Choosing an organisational form: the case of collaborative procurement initiatives

Author

Listed:
  • Elmer Bakker
  • Helen Walker
  • Fredo Schotanus
  • Christine Harland

Abstract

This paper deals with different organisational forms of collaborative procurement and provides insight into when to use which form. Different forms from the literature are compared with empirical examples to give an overview of forms, which are then described in terms of strategy, skills and organisation. Whilst acknowledging variations, the paper distinguishes between two main forms: virtual networks and third-party organisations. Using empirical data and four theoretical perspectives (transaction cost economics, resource-based view, contingency theory, agency theory), the paper reflects on when which form can be used and presents an overall framework to help choose an organisational form.

Suggested Citation

  • Elmer Bakker & Helen Walker & Fredo Schotanus & Christine Harland, 2008. "Choosing an organisational form: the case of collaborative procurement initiatives," International Journal of Procurement Management, Inderscience Enterprises Ltd, vol. 1(3), pages 297-317.
    • Handle: RePEc:ids:ijpman:v:1:y:2008:i:3:p:297-317
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    Cited by:

    1. Grzegorz Zimon & Dominik Zimon, 2020. "The Impact of Purchasing Group on the Profitability of Companies Operating in the Renewable Energy Sector—The Case of Poland," Energies, MDPI, vol. 13(24), pages 1-15, December.
    2. Nazaré Rego & João Claro & Jorge Pinho de Sousa, 2014. "A hybrid approach for integrated healthcare cooperative purchasing and supply chain configuration," Health Care Management Science, Springer, vol. 17(4), pages 303-320, December.

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