The impact of purchasing and supplier involvement on strategic purchasing and its impact on firm’s performance

By Amelia S. Carr, John N. Pearson. 2002

388 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/14506ee1f01c31836c93a050fbdb6b6cf9613f78

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Citations in the corpus

An organizational entrepreneurship model of supply management integration and performance outcomes (2009, background): “Financial performance was assessed on the basis of return on investment, return on sales, and profit growth, as compared to major competitors (Carr and Pearson, 2002; Carr and Smeltzer, 2000).”
Global Purchasing Strategy: Conceptualization and Measurement (2006, background): “While the literature on strategic purchasing and purchasing strategy has revealed a positive impact on purchasing and firm performance (e.g., Carr & Smeltzer, 1999; Carr & Pearson, 2002), the international component has hardly ever been taken into consideration.”
Supply-management maturity, cost savings and purchasing absorptive capacity: Testing the procurement–performance link (2007, background): “…a better performance by the purchasing function may make a considerable contribution to the overall performance of a firm (Carter and Narasimhan, 1996; Goh et al., 1999; Carr and Smeltzer, 1999a; Shin et al., 2000; Narasimhan and Das, 2001; Carr and Pearson, 2002; Sánchez-Rodrı́guez et al., 2005).”
Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, background): “To fulfil this strategic role, the purchasing role within many firms has undergone a marked shift evolving from a tactical service function to a strategic, integrative process (Carter and Narasimhan 1996, Carr and Pearson 2002 ).”
Understanding supply chain management: critical research and a theoretical framework (2004, background): “…management Main area Subarea Reference Strategic purchasing Aguillar (1992) Ammer (1989) Carlisle and Parker (1989) Carr and Smeltzer (1997, 1999) Carr and Pearson (1999, 2002) Carter and Narasimhan (1996) Ellram and Carr (1994) Fearson (1989) Freeman and Cavinato (1990) Fung (1999) Gadde and…”
The path of innovation: purchasing and supplier involvement into new product development (2015, neutral): “So far, the literature focuses on adequate organizational setting (McGinnis & Vallopra, 1999a), production process development / improvement (McGinnis & Vallopra, 1999b), or the influence on organizational financial performance (Carr & Pearson, 2002).”
The alignment of appropriate firm and supply strategies for competitive advantage (2005, background): “It is widely agreed that the involvement of purchasing in a strategic context ( Carr and Pearson, 2002”
On the effects of supply strategy on business performance: do the relationships among generic competitive objectives matter? (2010, methodology): “The purchasing function’s strategic choices, as Figure 1 indicates and as demonstrated in many studies (e.g., Tan et al., 1999; Carr and Pearson, 2002; Chen et al., 2004; Li et (1/n)= impi impj n j=1 _rimpi 9 al., 2005), also help explain performance.”
The effects of supply chain integration on customer satisfaction and financial performance: An organizational learning perspective (2013, background): “For example, the information exchange afforded through supplier integration can lead to reduced product development times, more reliable products, and products with which customers are more satisfied (Carr and Pearson, 2002; Eltantawy et al., 2009; Lau et al., 2010; Sharland et al., 2003; Shin et al”