Why Do Firms Both Make and Buy? An Investigation of Concurrent Sourcing

By Anne Parmigiani. 2007

466 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f09ad6bfa4e2b7b9a1eb484a611307ea6f9a6b38

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Strategy and Management

Citations in the corpus

Untangling Safeguard and Production Coordination Effects in Long-Term Buyer-Supplier Relationships (2008, background): “…moreover, even where supplies were customer-specific, buyers sustained relationships with at least two sources, or even implemented systems of concurrent sourcing (whereby firms make and buy specialized goods), thereby protecting themselves from partners' uncertain behavior (Parmigiani, 2007: 291).”
What goes around, comes around: Effects of offshore outsourcing on the export performance of firms (2011, background): “For example, Rangan (2000) explains that MNEs face lower costs of search (i.”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “1 The organizational boundary decision (Mosakowski, 1991; Parmigiani, 2007) includes (1) the existence of the firm (Coase, 1937), (2) the vertical integration of the firm (Williamson, 1975), and (3) the scope of the firm (Teece, 1980).”
Coordinating and competing in ecosystems: How organizational forms shape new technology investments (2013, background): “This form of governance, often referred to in the strategy literature as tapered integration (Porter, 1980), has been documented for both upstream activities (Harrigan, 1986; Jacobides and Billinger, 2006; Parmigiani, 2007; Rothaermel et al., 2006) and downstream activities (Dutta et al.”
Transaction Cost Economics As a Theory of Supply Chain Efficiency (2020, background): “However, this assumption seldom does justice to actual sour-cing decisions, which involve a more complex combination of concurrent in-house production and outsourcing (Parmigiani 2007, Wang et al. 2013).”
Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “More recently, scholars have begun to recognize that firms are executing a wider array of strategic choices that exist “along a make/buy continuum” (Parmigiani, 2007: 285).”
Losing Sight of the Forest for the Trees? Productive Capabilities and Gains From Trade as Drivers of Vertical Scope (2005, unknown): “Our theoretical perspective provides an explanation for why firms may be active in both vertical segments, consistent with the fact that we regularly observe ‘mixed governance choices,’ an anomaly for much of the existing theory (see Harrigan, 1985, 1986; Parmigiani, 2004).”
Insourcing and Outsourcing (2012, background): “Mixed delivery, or concurrent sourcing, is a strategic approach to contracting used in both the public and private sectors (Hefetz et al., 2012a; Parmigiani, 2007).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “For example, firms increase the efficiency of resource utilization by means of contract manufacturing and outsourcing (Parmigiani, 2007), resource pooling (Möller et al., 2005) and differentiated learning (Dyer and Nobeoka, 2000).”
On the Advantage of Quantity Leadership When Outsourcing Production to a Competitive Contract Manufacturer (2013, background): “In the marketing ﬁeld, Stremersch et al. (2003), Leiblein and Miller (2003), Hoetker (2005), and Parmigiani (2007) empirically investigate the OEM’s make-or-buy decision from the transaction cost perspective.”
Are Overconfident CEOs Better Leaders? Evidence from Stakeholder Commitments (2017, unknown): “4 competency (Parmigiani, 2007), and stimulates inter-project spillovers (Kang et.”
The Unbundling of Corporate Functions: The Evolution of Shared Services and Outsourcing in Human Resource Management (2010, background): “However, other studies have shown that the disintegration of value chains also depends on ‘mundane’ transaction costs which are not predicated on opportunism (Baldwin and Clark, 2003), as well as on a combination of transaction costs and capabilities (Jacobides, 2005; Parmigiani, 2007).”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “It has been proposed that “mixed procurement” is really a function of unobserved transactional heterogeneity, in that a firm might buy the more generic, more easily tradeable parts of its needs at any point in the value chain, making the rest inhouse (Parmigiani, 2004), an argument also made in the ”