An Empirical Investigation of Global Sourcing Strategy Effectiveness

By K. Petersen, D. Prayer, Thomas V. Scannell. 2000

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International supply relationships and non-financial performance—A comparison of U.S. and German practices (2006, background): “Other phenomena that have been analyzed include organizational coordination (e.g., Davis et al., 1974), the level of information systems, and the capabilities of supply management personnel (Giunipero and Monczka, 1990; Min and Galle, 1991; Petersen et al., 2000).”
Cross-functional integration and functional coordination in purchasing and supply management: Antecedents and effects on purchasing and firm performance (2013, background): “Furthermore, coordination practices across locations and purchasing categories provide the organization with superior sourcing conditions in terms of price, quality, and on-time delivery with suppliers (Petersen et al., 2000).”
Global purchasing: state of the art and research directions (2006, background): “A relatively limited number of (mostly recent) studies make use of structural equation models (e.g., Fawcett and Scully, 1998; Petersen et al., 2000; Hult, 2002; Skarmeas et al., 2002; Ha et al., 2004).”
Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “Some scholars argue that global sourcing is primarily a means of generating short-term cost advantages on a unit price level (Petersen et al., 2000; Schiele et al., 2011a), omitting a longer-term total cost perspective (Holweg et al.”