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Journal articles on the topic 'MAKE-BUY DECISIONS'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Hibbert, E. P. "Global make-or-buy decisions." Industrial Marketing Management 22, no. 2 (May 1993): 67–77. http://dx.doi.org/10.1016/0019-8501(93)90032-3.

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2

Dabhilkar, Mandar. "Trade-offs in make-buy decisions." Journal of Purchasing and Supply Management 17, no. 3 (September 2011): 158–66. http://dx.doi.org/10.1016/j.pursup.2011.04.002.

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3

Sillanpää, Ilkka. "Strategic decision making model for make or buy decisions." International Journal of Logistics Economics and Globalisation 6, no. 3 (2015): 205. http://dx.doi.org/10.1504/ijleg.2015.073894.

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4

Snaddon, D. R., and D. R. Probert. "A theory for industrial make-buy decisions?" South African Journal of Economic and Management Sciences 2, no. 3 (September 30, 1999): 423–41. http://dx.doi.org/10.4102/sajems.v2i3.2589.

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After an introduction, the authors derive some common industrial make-buy situations. Six prominent economic theories of the firm are then outlined, before setting criteria to select the most appropriate economic theory for deciding when to make and when to buy. An augmented transactions cost theory may we1l be the most secure basis for a manager, in an industrial setting, to decide what to make within, and what to buy outside, the firm.
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5

Veloso, Francisco, and Sebastian Fixson. "Make–Buy Decisions in the Auto Industry." Technological Forecasting and Social Change 67, no. 2-3 (June 2001): 239–57. http://dx.doi.org/10.1016/s0040-1625(00)00092-5.

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6

Ford, David, Barry Cotton, David Farmer, Andrew Gross, and Ian Wilkinson. "Make-or-buy decisions and their implications." Industrial Marketing Management 22, no. 3 (August 1993): 207–14. http://dx.doi.org/10.1016/0019-8501(93)90007-t.

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7

Balakrishnan, Srinivasan. "The dynamics of make or buy decisions." European Journal of Operational Research 74, no. 3 (May 1994): 552–71. http://dx.doi.org/10.1016/0377-2217(94)90231-3.

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8

Medina-Serrano, Rubén, Reyes González-Ramírez, Jose Gasco-Gasco, and Juan Llopis-Taverner. "Strategic sourcing: Developing a progressive framework for make-or-buy decisions." Journal of Industrial Engineering and Management 13, no. 1 (February 20, 2020): 133. http://dx.doi.org/10.3926/jiem.2858.

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Purpose: Make-or-buy decisions represent a critical dilemma faced by many firms. The appropriate decision between designing and manufacturing parts or services in-house, buying them from external providers or combining both is a fundamental firm process. This paper seeks to address this question by updating the traditional make-or-buy literature with new academic insights, developing a make-or-buy framework with a tool for its operationalisation to help managers evaluate sourcing decisions.Design/methodology/approach: First, a literature review of the principal theories and approaches about make-or-buy decisions is discussed. Second, the development of the make-or-buy framework is described and explained based on the results of qualitative interviews with practitioners and a set of interviews of an in-firm case study. Third, the results and the implementation of the framework are outlined.Findings: Our study not only validates the proposed framework through a set of in-firm make-or-buy decisions, but also provides a structure for its implementation and design a decision matrix with a pairwise comparison tool for helping practitioners to put the framework into practice.Research limitations/implications: This paper aims to contribute to the study of the make-or-buy literature in supply chain management through the graphical representation of why and how make-or-buy decisions are made. Interestingly, the paper presents relevant dimensions and factors to be studied and evaluates possible outcomes when approaching make-or-buy decisions.Originality/value: Our results suggest that practitioners should combine this framework with a pairwise comparison matrix and a multi-criteria decision analysis based on the TOPSIS methodology to assess strategic sourcing decisions.
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9

BREM, ALEXANDER, and ROBERT ELSNER. "MAKE-OR-BUY DECISIONS ON TECHNOLOGY-INTENSIVE PRODUCTS: INSIGHTS FROM THE CONSUMER GOODS INDUSTRY." International Journal of Innovation Management 22, no. 06 (August 2018): 1850046. http://dx.doi.org/10.1142/s1363919618500469.

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Make-or-buy decisions on technology-intensive components represent a key task in the management of technologies. Against this background, this paper presents an analysis of a technology company which gave key insights into their make-or-buy decisions on the strategic and operative level. The results show two kinds of make-or-buy decisions, called type 1 and type 2. In contrast to type 1 make-or-buy decisions whose scope is mostly limited to the production and quality function, type 2 decisions are strongly linked to engineering and R&D activities. Moreover, two new decision matrices are introduced: a ‘product/subsystem aggregation’ scheme and a ‘make-or-buy controlling’ matrix. In an environment in which companies move towards greater use of outsourcing, the framework ensures that company strategy and core competencies are followed in the long run despite short-range deviations of make-or-buy analysis results. These findings might be helpful and suitable to other manufacturing companies that deal with technology-intensive components on a strategic and operative level.
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10

Walker, Gordon, and David Weber. "Supplier Competition, Uncertainty, and Make-or-Buy Decisions." Academy of Management Journal 30, no. 3 (September 1987): 589–96. http://dx.doi.org/10.5465/256017.

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11

Walker, G., and D. Weber. "SUPPLIER COMPETITION, UNCERTAINTY, AND MAKE-OR-BUY DECISIONS." Academy of Management Journal 30, no. 3 (September 1, 1987): 589–96. http://dx.doi.org/10.2307/256017.

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12

Cánez, L. E., K. W. Platts, and D. R. Probert. "Developing a framework for make‐or‐buy decisions." International Journal of Operations & Production Management 20, no. 11 (November 2000): 1313–30. http://dx.doi.org/10.1108/01443570010348271.

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13

Platts, K. W., D. R. Probert, and L. Cáñez. "Make vs. buy decisions: A process incorporating multi-attribute decision-making." International Journal of Production Economics 77, no. 3 (June 2002): 247–57. http://dx.doi.org/10.1016/s0925-5273(00)00177-8.

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14

Bajec, Patricija, and Igor Jakomin. "A Make-or-buy Decision Process for Outsourcing." PROMET - Traffic&Transportation 22, no. 4 (March 1, 2012): 285–91. http://dx.doi.org/10.7307/ptt.v22i4.193.

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Should firms perform logistics services on their own or should they buy them from a logistics provider? Today’s global competition forces companies to re-evaluate their existing processes, technologies and services in order to focuse on strategic activities. Outsourcing is now increasingly used as a competitive weapon in today’s economy. External parties can often do job quicker, cheaper and better. This has resulted in an increasing awareness of the importance of the make-or-buy decision, the dilemma organisations face when deciding between keeping logistics services in house or purchasing them from an outside logistics provider. This article provides a make-or-buy decision process methodology that any manager can implement – whatever the size or industrial type of the organization. The make-or-buy methodology is one of the most critical strategic decisions within logistics outsourcing and should be taken in a structured and consistent manner. A practical guide to this decision is a step-by-step guide to addressing make-or-buy decision in a consistent and structured manner. The high-level steps are as follows: • evaluate whether outsourcing is right for your company; • determine exactly what functions to outsource and the performance expectations; • use a well-defined professional selection process to evaluate and select which provider(s) are right for the job. KEY WORDS: logistics, logistics outsourcing, make-or-buy decision, outsourcing methodology
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15

Battagello, Franco Maria, Livio Cricelli, and Michele Grimaldi. "Prioritization of Strategic Intangible Assets in Make/Buy Decisions." Sustainability 11, no. 5 (February 27, 2019): 1267. http://dx.doi.org/10.3390/su11051267.

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Every company, in a knowledge-based economy and, in a sustainability-aware era, is “doomed” to deal with a critical mass of strategic assets, in order to achieve a sustainable competitive advantage. Maintaining this system up-to-date requires financial/organizational efforts. Therefore, in order to optimize performance, it is necessary to detect which are the assets that can be outsourced/externalized without jeopardizing the business model architecture. Nevertheless, several studies confirm the inherent risks upcoming with any decision of outsourcing; pursuing a bearable long-term advantage over competitors mostly involves combinations of resources and capabilities, i.e., intangible assets. By the means of a multi-criteria indicator, the proposed framework builds a quantitative relational ranking of such resources, disclosing their critical weight (revealing which assets are actually strategic), hence the convenience for each of them to be outsourced or kept “in-house” to create sustainable value. This solution permits a strategy-level prioritization to take informed decisions on outsourcing candidates, also returning further analytics on the status of each investigated entity. Designed as a discriminating tool in make/buy resolutions to be used alongside traditional cost-based criteria, it represents a comprehensive approach capable of appreciating the complexity of the problem and the involved risks in order to keep a sustainable momentum.
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16

Gayle, Philip G., and Dennis L. Weisman. "Are input prices irrelevant for make-or-buy decisions?" Journal of Regulatory Economics 32, no. 2 (April 5, 2007): 195–207. http://dx.doi.org/10.1007/s11149-007-9030-3.

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17

Mandy, David M. "Pricing inputs to induce efficient Make-or-Buy decisions." Journal of Regulatory Economics 36, no. 1 (November 21, 2008): 29–43. http://dx.doi.org/10.1007/s11149-008-9084-x.

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18

Tselekounis, Markos, Dimitris Varoutas, and Drakoulis Martakos. "On the social optimality of make-or-buy decisions." Journal of Regulatory Economics 41, no. 2 (September 30, 2011): 238–68. http://dx.doi.org/10.1007/s11149-011-9164-1.

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19

Sappington, David E. M. "On the Irrelevance of Input Prices for Make-or-Buy Decisions." American Economic Review 95, no. 5 (November 1, 2005): 1631–38. http://dx.doi.org/10.1257/000282805775014344.

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This paper demonstrates that input prices need not reflect the costs of an efficient incumbent supplier in order to induce entrants to implement efficient make-or-buy decisions. Because of strategic downstream considerations, entrants may always undertake efficient make-or-buy decisions, regardless of the prices at which they are authorized to buy key inputs from incumbent suppliers.
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20

Probert, D. R., S. W. Jones, and M. J. Gregory. "The Make or Buy Decision in the Context of Manufacturing Strategy Development." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 207, no. 4 (November 1993): 241–50. http://dx.doi.org/10.1243/pime_proc_1993_207_086_02.

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This paper describes an approach to structuring the make or buy decision process, basing it firmly in the context of an overall manufacturing strategy. The work has been carried out jointly by the University of Cambridge Manufacturing Engineering Group and Lucas Industries. A review of the current state of ideas surrounding the linked issues of vertical integration and make or buy decisions is presented. Important features of the approach include identification of core manufacturing capabilities, assessment of the role of technology in manufacturing, the development of a cost model to support make or buy decisions and a review of the strategic implications of varying degrees of vertical integration. Further, the approach has been embodied in a practical methodology that has been applied within Lucas Aerospace. A brief review of this practical application is included.
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21

Goudge, Darrell, Megan C. Good, Michael R. Hyman, and Grant Aguirre. "Modeling specialty store customers’ buy/no-buy decisions." International Journal of Retail & Distribution Management 45, no. 12 (December 11, 2017): 1260–76. http://dx.doi.org/10.1108/ijrdm-03-2017-0036.

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Purpose The purpose of this paper is to develop, test, and validate a model in a specialty retail environment to assess the influence of a salesperson’s sales- or customer-orientation and customer characteristics related to buy/no-buy decisions. Design/methodology/approach Backward stepwise discriminant analysis was used to identify variables that most differentiated buyers from non-buyers. The discriminant model was estimated with survey data provided by a judgment sample of consumers asked to recall details about a recent in-store purchase experience (n=240). One significant discriminant function emerged. The model correctly classified 87.5 percent of buy/no-buy decisions by consumers in a separate validation sample (n=40). Findings Customers who believe a salesperson is sales oriented (i.e. only interested in closing) are more likely to make a no-buy decision even when retailer-related attributes – such as positive prior experience with the retailer, susceptibility to normative interpersonal influence, and positive attitude toward retailing – suggest otherwise. Surprisingly, neither customer orientation nor susceptibility to interpersonal informational influence relates significantly to making a buy/no-buy decision. Practical implications Specialty retailers should avoid a sales-outcome-based orientation. To add value in a competitive marketplace where buyers can avoid salespeople, the focus of a sales interaction should be on identifying customer needs and characteristics. Originality/value Adaptations of sales people’s personas and selling efforts – fostered by new managerial training practices – and the need for specialty retailers to adopt behavior-based control systems are suggested. In addition, sales or customer orientation typically is reported by the salesperson. Here, customers’ belief – which is more germane to modeling buy/no-buy decisions – designates the salesperson’s orientation.
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22

Moschuris, Socrates J. "Triggering Mechanisms in Make-or-Buy Decisions: An Empirical Analysis." Journal of Supply Chain Management 43, no. 1 (February 2007): 40–49. http://dx.doi.org/10.1111/j.1745-493x.2007.00026.x.

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23

Lee, Sang-Bum, and Paul H. Zipkin. "A Dynamic Lot-Size Model with Make-or-Buy Decisions." Management Science 35, no. 4 (April 1989): 447–58. http://dx.doi.org/10.1287/mnsc.35.4.447.

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24

Espino‐Rodríguez, Tomás F., Pei‐Chun Lai, and Tom Baum. "Asset specificity in make or buy decisions for service operations." International Journal of Service Industry Management 19, no. 1 (March 14, 2008): 111–33. http://dx.doi.org/10.1108/09564230810855734.

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PurposeThis work analyses make or buy decisions from the transaction cost economics perspective and the resource‐based view of the firm. The aim is to analyse the extent to which the presumptions of the two theories are valid in the service sector in terms of specific assets.Design/methodology/approachThe study was conducted on a representative sample of hotels in Scotland, UK. Each of the surveyed hotels was asked for information about 13 operations or hotel processes. A comprehensive model is developed that establishes the relationship between asset specificity and operation performance and hotel or business performance, moderated by the form of governance (make or buy). Moreover, the relationship between asset specificity and outsourcing in the hotel sector is also examined. The different hotel processes are classified according to the asset specificity. The factors that could lead to an increase in the outsourcing strategy are also analysed.FindingsThe results indicate that, the relationship between asset specificity and operation performance is weaker when the operations are executed in‐house. In the case of the relationship between specific assets and performance, the findings regarding non‐financial performance are not contradictory since it is slightly higher when the operation is outsourced. The factors determining an increase in outsourcing would be those related to the quality of the operation and to non‐financial performance.Research limitations/implicationsPrevious studies have not considered the relationship between specificity and business performance, which gives extra incentive to complement and expand the literature on service operations. Future research should analyze other theories on organisations and outsourcing. The findings should also be tested in other geographical regions and use sources of information other than the hotel managers.Practical implicationsThe work generates knowledge and aids managers in their “make or buy” decisions for the principal processes in the hotel industry according to the asset specificity.Originality/valueThe paper develops a specificity‐outsourcing matrix and identifies each of the hotel operations. Apart from testing the model in the hotel sector, which is an important sector of the service industry, the work offers a better understanding of outsourcing decisions based on the two basic theories used in the literature on services management. The paper also makes an innovative contribution by analysing relationships between operation specificity and performance that are previously untested in the service sector.
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25

Rands, Tony. "The key role of applications software make-or-buy decisions." Journal of Strategic Information Systems 1, no. 4 (September 1992): 215–23. http://dx.doi.org/10.1016/0963-8687(92)90037-w.

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26

Kalaignanam, Kartik, Tarun Kushwaha, and Tracey A. Swartz. "The Differential Impact of New Product Development “Make/Buy” Choices on Immediate and Future Product Quality: Insights from the Automobile Industry." Journal of Marketing 81, no. 6 (November 2017): 1–23. http://dx.doi.org/10.1509/jm.14.0305.

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This article examines the impact of new product development (NPD) “make/buy” choices on product quality using data from the automobile industry. Although the business press has lamented that NPD outsourcing compromises product quality, there is no systematic evidence to support or refute this assertion. Against this backdrop, this study tests a contingency model of the impact of NPD make/buy decisions on immediate and future product quality. The hypotheses are tested using data on NPD make/buy choices of 173 models of 12 automobile firms in the United States between 2007 and 2014. The authors find that whereas NPD buy has a more positive impact on immediate product quality, NPD make has a more positive impact on future product quality. Furthermore, the immediate product quality impact of NPD buy is stronger when (1) technologies are more complex and (2) firm NPD capability is higher. In contrast, the future product quality impact of NPD make is stronger when (1) there is postlaunch adverse feedback and (2) firm NPD capability is higher. The study highlights the complex trade-offs associated with NPD make/buy decisions and offers valuable insights on how firms could manage these decisions.
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27

Ediz, Z. Aytan, M. Atilla Öner, Y. Can Erdem, and Nesimi Kaplan. "A Model for Make-or-Buy Decisions in Engineering Design Services Sector: A Case Study from Turkey." International Journal of Innovation and Technology Management 15, no. 04 (July 23, 2018): 1850038. http://dx.doi.org/10.1142/s0219877018500384.

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Make-or-buy decision is an important factor affecting the profitability of the firms in all sectors. The goal of this study is to propose a model for firms in engineering design services sector for make-or-buy decisions. A survey was conducted to determine the importance percentages given in an engineering company in make-or-buy decisions and a model was developed. The results of the case study show intriguing clusters of company personnel. As the lack of consensus among company managers and personnel may inhibit the successful implementation of the developed strategy, we use K-Means Clustering to determine the different perspectives of different groups of employees (managers, senior engineers, junior engineers, technical and administrative support personnel) which may contribute to the understanding of social dynamics of decision making within the company. 4-cluster and 5-cluster analysis results indicate the need for further study on the dynamics of cluster membership.
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28

O'Brien, Niki, Ryan Li, Wanrudee Isaranuwatchai, Saudamini Vishwanath Dabak, Amanda Glassman, Anthony J. Culyer, and Kalipso Chalkidou. "How can we make better health decisions: a Best Buy for all?" Gates Open Research 3 (January 21, 2020): 1543. http://dx.doi.org/10.12688/gatesopenres.13063.2.

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The World Health Organization (WHO) resolution calling on Member States to work towards achieving universal health coverage (UHC) requires them to prioritize health spending. Prioritizing is even more important as low- and middle-income countries transition from external aid. Countries will have difficult decisions to make on how best to integrate and finance previously donor-funded technologies and health services into their UHC packages in ways that are efficient and equitable, and operationally and financially sustainable. The International Decision Support Initiative (iDSI) is a global network of health, policy and economic expertise which supports countries in making better decisions about how best to spend public money on healthcare. In May 2019, iDSI convened a roundtable entitled Why strengthening health systems to make better decisions is a Best Buy. The event brought together members of iDSI, development partners and other organizations working in the areas of evidence-informed priority-setting, resource allocation, and purchasing. The roundtable participants identified key challenges and activities that could be undertaken by the broader health technology assessment (HTA) community: • to develop a new publication package on premium estimation and budgeting, actuarial calculations and risk adjustment, provider payment modalities and monitoring of quality in service delivery • to call on the WHO to redouble its efforts in accordance with the 2014 Health Intervention and Technology Assessment (HITA) World Health Assembly resolution to support countries in developing priority setting and HTA institutionalization, and to lead by example through introducing robust HTA processes in its own workings • to develop a single Theory of Change (ToC) for evidence-informed priority setting, to be agreed by the major organizations working in the areas of priority setting and HTA.
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Park, Woo-Yong (Jin-Kyu), and Young K. Ro. ""To Make or Buy? Knowledge Retention, Technological Experience, and Sourcing Decisions"." Academy of Management Proceedings 2016, no. 1 (January 2016): 10710. http://dx.doi.org/10.5465/ambpp.2016.10710abstract.

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30

Kistruck, Geoffrey M., Shad S. Morris, Justin W. Webb, and Charles E. Stevens. "The importance of client heterogeneity in predicting make-or-buy decisions." Journal of Operations Management 33-34, no. 1 (November 15, 2014): 97–110. http://dx.doi.org/10.1016/j.jom.2014.11.001.

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31

Hwang, Heung Suk, Wen-Hwa Ko, and Meng-Jong Goan. "Web-based multi-attribute analysis model for make-or-buy decisions." Mathematical and Computer Modelling 46, no. 7-8 (October 2007): 1081–90. http://dx.doi.org/10.1016/j.mcm.2007.03.021.

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32

Nikolarakos, C., and N. Georgopoulos. "Sourcing: Issues to be considered for the make-or-buy decisions." Operational Research 1, no. 2 (May 2001): 161–79. http://dx.doi.org/10.1007/bf02936292.

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33

O'Brien, Niki, Ryan Li, Wanrudee Isaranuwatchai, Saudamini Vishwanath Dabak, Amanda Glassman, Anthony J. Culyer, and Kalipso Chalkidou. "How can we make better health decisions a Best Buy for all?" Gates Open Research 3 (September 20, 2019): 1543. http://dx.doi.org/10.12688/gatesopenres.13063.1.

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The World Health Organization (WHO) resolution calling on Member States to work towards achieving universal health coverage (UHC) has increased the need for prioritizing health spending. Such need will soon accelerate as low- and middle-income countries transition from external aid. Countries will have to make difficult decisions on how best to integrate and finance previously donor-funded technologies and health services into their UHC packages in ways that are equitable, and operationally and financially sustainable. The International Decision Support Initiative (iDSI) is a global network of health, policy and economic expertise which supports countries in making better decisions about how best and how much to spend public money on healthcare. iDSI core partners include Center For Global Development, China National Health Development Research Center, Clinton Health Access Initiative, Health Intervention and Technology Assessment Program, Thailand / National Health Foundation, Imperial College London, Kenya Medical Research Institute, and the Norwegian Institute of Public Health. In May 2019, iDSI convened a roundtable entitled Why strengthening health systems to make better decisions is a Best Buy. The event brought together members of iDSI, development partners and other organizations working in the areas of evidence-informed priority-setting, resource allocation and purchasing. The roundtable participants identified key challenges and activities that could be undertaken by the broader health technology assessment (HTA) community to further country-led capacity building, as well to foster deeper collaboration between the community itself. HTA is a tool which can assist governments and development partners with evaluating alternative investment options in a defensible and accountable fashion. The definition and scope of HTA, and what it can achieve and support, can be presented more clearly and cohesively to stakeholders. Organizations engaging in HTA must develop deeper collaboration, and integrate existing collaborations, to ensure progress in developing HTA institutionalization globally is well organized and sustainable.
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34

Pasharibu, Yusepaldo, Jessica Aprilia Soerijanto, and Ferry Jie. "Intention to buy, interactive marketing, and online purchase decisions." Jurnal Ekonomi dan Bisnis 23, no. 2 (October 16, 2020): 339–56. http://dx.doi.org/10.24914/jeb.v23i2.3398.

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The digital era changes marketing activities and consumer behavior, particularly by changing conventional transactions into digitalized ones through online marketplaces. Before consumers make purchase decisions, they usually experience a phase in which they have needs and desires to choose, have, and use certain products. This phase is commonly known as intention to buy. However, intention to buy alone is insufficient in encouraging ones to make purchase decisions, especially in the online shopping environment. In this respect, the trust factor in online transactions that is established by maintaining good relationships with consumers through interactive marketing also likely explains online purchase decisions. Consequently, this study tests the effect of intention to buy on online purchase decisions as moderated by interactive marketing at an online marketplace in Indonesia, namely Sale-Stock. Data are generated from 200 respondents with the purposive sampling technique by distributing the questionnaires in Google Form through social media. Data are then analyzed with the multiple regression technique. The results show that intention to buy and interactive marketing affect online purchase decisions, both individually and simultaneously. Further, interactive marketing does not moderate the relationship between intention to buy and online purchase decisions.
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35

Rogers, Beth, and Padmali Rodrigo. "An exploratory study of factors influencing make-or-buy of sales activities." Strategic Outsourcing: An International Journal 8, no. 2/3 (June 15, 2015): 229–61. http://dx.doi.org/10.1108/so-07-2015-0016.

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Purpose – This paper aims to explore how sales managers make resourcing decisions with particular focus on their perceptions of outsourcing. Design/methodology/approach – This paper is based on in-depth interviews with 29 senior sales managers from a variety of industry sectors based in the UK. All had more than five years’ experience of making resourcing decisions. Findings – The findings are that resourcing decisions are prompted by cost pressure, the need to access skills or to improve flexibility. Outsourcing preferences are strongly moderated by perceived reputational risk. Availability of suitable suppliers and the ability to manage outsourcing are also practical moderators. Research limitations/implications – The sample was purposeful in identifying and accessing senior respondents in substantial companies with extensive experience, but it was not random. Practical implications – Respondents reported a lack of information available when making resourcing decisions; the model proposed provides a framework by which sales managers can identify the factors which should be taken into account and the information they need to make objective evaluations of resourcing options. Originality/value – It has been acknowledged in prior literature that there is relatively little outsourcing of sales activities. This is the first exploratory study of the perceptions of sales managers about resourcing options and the first conceptualisation of how sales resourcing decisions are made.
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36

Rogers, Beth. "An exploratory study of the make-or-buy decisions in pharmaceutical sales." Journal of Medical Marketing 9, no. 1 (January 2009): 11–20. http://dx.doi.org/10.1057/jmm.2008.32.

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37

Liu, Xiaojie, Gang Du, and Roger J. Jiao. "Bilevel joint optimisation for product family architecting considering make-or-buy decisions." International Journal of Production Research 55, no. 20 (March 27, 2017): 5916–41. http://dx.doi.org/10.1080/00207543.2017.1304666.

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38

Suparwi, Suparwi, and Syarifatul Fitriyani. "Pengaruh Product Knowledge, Brand Image, dan Brand Ambassador Terhadap Keputusan Pembelian Top White Coffe Mahasiswa FEBI IAIN Kudus 2016-2017." BISNIS : Jurnal Bisnis dan Manajemen Islam 8, no. 2 (December 30, 2020): 253. http://dx.doi.org/10.21043/bisnis.v8i2.8764.

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<p>This research aims to find the effect of produck knowledge, brand image, brand ambassador against purchasing decisions top white coffie products in students of the faculy of economics and Islamic busines (FEBI) IAIN Kudus 2016-2017. Many factors motivate consumers to make purchasing decisions. Purchasing decisions are consumer behavior in deciding whether to buy a product or not. Usually consuimers will consider before going to decide on a purchase a product that will buy. This research uses quantitative research, the population in this study amounted to 1.091 Student. While the sample used 92 student. The analysis technique uses multiple linear regression analysis. The results of this study indicate that product knowledge has an effect on purchasing decisions. Brand image affects purchasing decisions and brand ambassador influences decision making. And together Product Knowledge, Brand Image, Brand Ambassador influence purchasing decisions.</p>
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Wilson, Veasey, Peder Wennberg, Kevin DeGraw, and Mitchell Fleischer. "An Improved “Make versus Buy” Strategy for Future Material Acquisition." Journal of Ship Production 17, no. 02 (May 1, 2001): 87–91. http://dx.doi.org/10.5957/jsp.2001.17.2.87.

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Newport News Shipbuilding has been decreasing its level of vertical integration in recent years. Today, more than two thirds of components for NNS's ships are outsourced. Desiring to invest in strategic, business-enhancing capabilities such as advanced product modeling, research and development for next-generation carriers and submarines, a one-of-a-kind carrier refueling facility, a new technology center for advanced shipbuilding and carrier integration, a corporate-wide Shared Data Environment and advanced robotics for steel fabrication, the company has reduced its investment in more "traditional" component manufacturing shops. Major facilities the company operated in Asheville, North Carolina and Greenville, Tennessee have been closed, as have several shops in or near the company's huge yard in Newport News, Virginia. To a greater degree than ever, the shipyard depends on an integrated supply chain of prime suppliers and sub-tier suppliers for its success. It is exploring further opportunities to realize a greater return on the company's investment capital. By looking at strategies on how to best integrate their manufacturing processes with suppliers who have invested their capital and resources to specialize in products and services that can reduce manufacturing costs, shipyards can retain capital for strategic investment opportunities that promote future business growth. The key to making good outsourcing decisions that will enhance a company's return on assets is a strategic approach to "Make versus Buy" decisions. The downside of outsourcing that is frequently cited by those who have worked in or depended on internal shops throughout their careers is a reduction in self-sufficiency and flexibility. Other important considerations are labor and community relations. This paper describes the process of developing an improved "Make versus Buy" process, the implementation of that process, and then measuring the results to develop a set of best practices applicable to the shipbuilding industry.
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Vallespir, B., and S. Kleinhans. "Positioning a company in enterprise collaborations: Vertical integration and make-or-buy decisions." Production Planning & Control 12, no. 5 (January 2001): 478–87. http://dx.doi.org/10.1080/09537280110042701.

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Perrons, Robert K., and Ken Platts. "Make-buy decisions in the face of technological change: does industry clockspeed matter?" International Journal of Management and Enterprise Development 2, no. 1 (2005): 1. http://dx.doi.org/10.1504/ijmed.2005.006020.

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42

ÖNEMLİ, M. Burak. "Product Differentiation and the Irrelevancy of Input Prices for Make-or-Buy Decisions." Ege Akademik Bakis (Ege Academic Review) 12, no. 1 (January 1, 2012): 1. http://dx.doi.org/10.21121/eab.2012119541.

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Saputra, Jennifer, Dewi Astuti, and Dewi Pertiwi. "EFFECT OF FINANCIAL LITERACY, RISK ATTITUDE AND SAVING MOTIVES TO DISPOSITION BIAS ON MUTUAL FUNDS INVESTORS." International Journal of Financial and Investment Studies (IJFIS) 2, no. 1 (September 21, 2021): 27–33. http://dx.doi.org/10.9744/ijfis.2.1.27-33.

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Investment is significant to prepare human needs in the future. To make investment decisions, investors will try to make their decisions as rationally as possible. However, one cannot deny that some irrational factors or biases also influence investment decision-making. This study examines financial literacy, risk attitude, and saving motives on disposition bias of mutual fund investors. The sample used is mutual fund investors, and the respondents themselves make decisions to sell or buy mutual funds. The total of respondents is 116 respondents. The regression method used in this study is binary logistic regression using SPSS software. This study found that financial literacy and risk attitude has a significant effect on disposition bias. Meanwhile, the variable saving motives have no considerable impact on disposition bias.
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White, Steven. "Competition, Capabilities, and the Make, Buy, or Ally Decisions of Chinese State-Owned Firms." Academy of Management Journal 43, no. 3 (June 2000): 324–41. http://dx.doi.org/10.5465/1556398.

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Shapiro, Art, and Alan Lee Will. "Make or Buy Decisions Achieving the Right Balance of In House and Contracted Services." Proceedings of the Water Environment Federation 2016, no. 1 (January 1, 2016): 91–96. http://dx.doi.org/10.2175/193864716821124395.

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Shapiro, Art, and Alan Lee Will. "Make or Buy Decisions Achieving the Right Balance of In House and Contracted Services." Proceedings of the Water Environment Federation 2015, no. 4 (January 1, 2015): 1–6. http://dx.doi.org/10.2175/193864715819557083.

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Peng, Mike W., Yuanyuan Zhou, and Anne S. York. "Behind make or buy decisions in export strategy: A replication and extension of Trabold." Journal of World Business 41, no. 3 (September 2006): 289–300. http://dx.doi.org/10.1016/j.jwb.2006.01.006.

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Bidwell, Matthew. "Problems Deciding: How the Structure of Make-or-Buy Decisions Leads to Transaction Misalignment." Organization Science 21, no. 2 (April 2010): 362–79. http://dx.doi.org/10.1287/orsc.1090.0457.

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White, S. "COMPETITION, CAPABILITIES, AND THE MAKE, BUY, OR ALLY DECISIONS OF CHINESE STATE-OWNED FIRMS." Academy of Management Journal 43, no. 3 (June 1, 2000): 324–41. http://dx.doi.org/10.2307/1556398.

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Leiblein, Michael J., Jeffrey J. Reuer, and Fr�d�ric Dalsace. "Do make or buy decisions matter? The influence of organizational governance on technological performance." Strategic Management Journal 23, no. 9 (2002): 817–33. http://dx.doi.org/10.1002/smj.259.

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