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• W8902 abstract "Organizational buying behavior has been dramatically changing due to transformations on the nature of industrial competition. This changing environment implies great demands to companies to remain competitive. As firms recognize the purchasing function as an important resource for obtaining high quality levels, fast deliveries and cost savings, it reveals opportunities for the purchasing management to become a business key contributor. This paper presents a critical literature review concerning the new strategic role for purchasing. We develop a construct of purchasing competence using three dimensions identified from literature: purchasing interaction, purchasing importance, and purchasing task execution. Introduction Since the development of the first theoretical models, organizational buying behavior has received considerable attention in academic research. One of its main research focus of interest was the understanding of buying behavior and its predictors. Nevertheless, organizational buying behavior has been dramatically changing due to transformations on the nature of industrial competition. Global competitiveness, industry restructuring through mergers or alliances, TQM philosophy, and information technologies/ technological advancements demanded firms to search for new competitive advantages (Beal and Lockamy III 1999; Carr and Pearson 2002; Sheth 1996). As firms recognize the purchasing function as an important resource for obtaining high quality levels, fast deliveries and cost savings (Carr and Pearson 2002), it reveals opportunities for the purchasing management to become a business key contributor. However, the transformation to a more strategic focus assumes that effective management of purchasing decisions provides firms with competitive advantages (Narasinham et al. 2001). It requires the recognition of what are purchasing key elements and to understand which antecedents are necessary to its development. Creating a sustainable competitive advantage through purchasing and supply management depends on the development of competencies that are not easily duplicated by competitors (Carter and Narasimhan 1996b). This is a slow and challenging process. We are concerned with the development of the purchasing competence construct. More specifically we intend to identify its components (how organization characteristics will affect its purchasing competence?). This paper is organized as follows. First, we present a discussion of the changing role of" @default.
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• W8902 date "2006-07-01" @default.
• W8902 modified "2023-09-26" @default.
• W8902 title "The dimensions of purchasing competence: a synthesis from literature" @default.
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