International Purchasing and Global Sourcing ‐ What are the Differences?
By R. Trent, R. M. Monczka. 2003
184 citations recorded by the source corpus.
Subfields: Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/63c5d79ec8fb3a1e3f66b5b1721f443e48dc2d64
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
- Pieter-Jan Pauwels
- P. Matthyssens
- Lieven Quintens
- Holger Schiele
- Lutz Kaufmann
- F. Hesping
- Paul Scheffler
- P. Horn
In Strategy and Management
- P. Matthyssens
- Lieven Quintens
- Pieter-Jan Pauwels
- Lutz Kaufmann
- Holger Schiele
- Craig R. Carter
- F. Hesping
- Paul Scheffler
Citations in the corpus
- International supply relationships and non-financial performance—A comparison of U.S. and German practices (2006, background): “These same authors consider the potential evolution of organizations from a domestic-only purchasing stance through increasingly sophisticated levels of global sourcing (Trent and Monczka, 2002, 2003).”
- Global purchasing: state of the art and research directions (2006, background): “Rather, depending on elements such as competition, customer demands, product value versus transportation costs, intermediate stages of globalization may turn out to be more economically interesting (Trent and Monczka, 2003a, b).”
- Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “In addition to pioneering publications such as that of Trent and Monczka (2003b), which elaborates on integrated global sourcing, a growing number of researchers have discussed the beneficial effects of internal integration (e.g. Foerstl et al., 2013; Pagell, 2004; Quintens et al., 2006; Trautmann…”
- Purchasing strategy development: A multi-level review (2015, background): “Global sourcing can be regarded an organization-wide strategy of global standardization and coordination spanning across several functions, such as purchasing, manufacturing and logistics (Hultman et al., 2011; Lintukangas et al., 2009; Quintens et al., 2006a; Trent and Monczka, 2003).”
- Antecedents and performance consequences of international outsourcing (2005, background): “Searches on related words like „international purchasing‟ seem to generate similar findings (Trent and Monczka, 2003).”