AN EMPIRICAL EXAMINATION OF THE UNDERLYING DIMENSIONS OF PURCHASING COMPETENCE

By R. Narasimhan, Jayanth Jay Aram, Anddavid Carter. 2001

109 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c1769d3eed998f80e7a2a5b47571c830efa3a83c

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

1. Benn Lawson
2. Paul Cousins
3. K. Petersen
4. Robert B. Handfield
5. Baofeng Huo
6. Anand Nair
7. Jayanth Jayaram
8. Soo Wook Kim

In Management Science and Operations Research

1. Paul Cousins
2. Keah Choon Tan
3. Jayanth Jayaram
4. Anand Nair
5. Benn Lawson
6. K. Petersen
7. Robert B. Handfield

In Strategy and Management

1. Benn Lawson
2. Paul Cousins
3. K. Petersen
4. Robert B. Handfield
5. Baofeng Huo
6. Anand Nair
7. Jayanth Jayaram
8. Injazz J. Chen

Citations in the corpus

• Strategic purchasing participation, supplier selection, supplier evaluation and purchasing performance (2015, background): “…have, for some time, considered themselves to be strategic and value-adding players within the organisation (Spekman, Kamauff, and Salmond 1994; Carter and Narasimhan 1996; Narasimhan, Jayaram, and Carter 2001), other members of the organisation have not always shared purchasing’s image of itself.”
• An empirical investigation of supply chain strategy typologies and relationships to performance (2008, background): “In other words, significant differences in capabilities and resource allocations could exist across individual companies pursuing the same strategies, and such differences might have a critical effect on corporate performance (Narasimhan et al. 2001).”
• Levels of strategic purchasing: Impact on supply integration and performance (2006, background): “Secondly, one of the key roles of the purchasing function is to effectively integrate the supply activities between the external suppliers and internal organizational customers (Carr and Pearson, 1999; Narasimhan et al., 2001).”
• Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, background): “Early studies on strategic purchasing emphasised the need for an elevated role for purchasing in the development and implementation of corporate strategy (Reck and Long 1988), while other research has examined the factors underlying the strategic purchasing construct (Carter and Narasimhan 1996, Car”