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Relevant bibliographies by topics / Partnership sourcing

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Journal articles
Dissertations / Theses
Books
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Academic literature on the topic 'Partnership sourcing'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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Journal articles on the topic "Partnership sourcing"

1

Brown, Andrew D., Inger Boyett, and Phil Robinson. "The Dynamics of Partnership Sourcing." Leadership & Organization Development Journal 15, no. 7 (November 1994): 15–18. http://dx.doi.org/10.1108/01437739410066496.

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Kotabe, Masaaki, and Preet S. Aulakh. "An optimal level of technology reliance on foreign partners in a global sourcing partnership: components procurement, technology management and market performance." Revista de Administração de Empresas 36, no. 4 (December 1996): 20–33. http://dx.doi.org/10.1590/s0034-75901996000400003.

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Existing studies on global sourcing strategy have implicitly adopted a cJosed-systems perspective in which sourcing activities are managed within a multinational company across national boundaries. Produd and process innovations and components procurement that are jointly managed by a consortium of cooperating firms have not been examined. In this paper, we empiricallyexamine the issues concerning sourcing partnerships in an open-systems perspective. Findings suggest that even in a sourcing partnership arrangement with a foreign supplier, the principal firm's ability to procure and control the supply of major components has a positive bearing on its market performance.

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Gould, B. "Partnership sourcing: making the right connections." Antidote 2, no. 6 (November 1997): 10–12. http://dx.doi.org/10.1108/eum0000000006354.

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McIvor, Ronan, and Marie McHugh. "Partnership Sourcing: An Organization Change Management Perspective." Journal of Supply Chain Management 36, no. 3 (June 2000): 12–20. http://dx.doi.org/10.1111/j.1745-493x.2000.tb00247.x.

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Ashmore, C. "Partnership sourcing - love match or shotgun wedding?" Engineering Management Journal 5, no. 4 (1995): 148. http://dx.doi.org/10.1049/em:19950401.

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6

Mcivor, Ronan, Paul Humphreys, and Eddie Mcaleer. "Implications of Partnership Sourcing on Buyer-Supplier Relations." Journal of General Management 23, no. 1 (September 1997): 53–70. http://dx.doi.org/10.1177/030630709702300104.

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Wilkinson, Barry, Markus Eberhardt, Julie McLaren, and Andrew Millington. "Human resource barriers to partnership sourcing in China." International Journal of Human Resource Management 16, no. 10 (October 2005): 1886–900. http://dx.doi.org/10.1080/09585190500298578.

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Flynn, Matthew, Hitendra Pillay, and James J. Watters. "Sustaining Partnerships between Schools and Industry." International Journal of Adult Vocational Education and Technology 7, no. 4 (October 2016): 72–84. http://dx.doi.org/10.4018/ijavet.2016100105.

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Internationally, there is a growing body of research on industry-school partnership, particularly regarding the principles that contribute to effective and efficient partnership models that facilitate vocational-industrial education. However, there are very few articles in the literature that seek to understand the sustainability of industry-school partnerships. Hence, this paper adopted ecological system principles as a framework for understanding the threats that impact on the sustainability of such partnership arrangements. The author reports on a large-scale government led industry-school partnership, the Gateway to Industry Schools Program, established in Queensland, Australia. Central to this initiative is the Queensland Minerals and Energy Academy (QMEA), a lead organisation for 34 schools and 12 multi-national sponsor companies. This research used an explanatory case study methodology sourcing data through interviews and documents. The main findings were that resilience and adaptive capacity are critical principles for the sustainability of ISPs.

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McGloin, E., and C. Grant. "Supporting partnership sourcing in Northern Ireland through advanced technology." Technovation 18, no. 2 (February 1998): 142–43. http://dx.doi.org/10.1016/s0166-4972(97)00083-7.

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McGloin, Eileen, and Caroline Grant. "Supporting partnership sourcing in Northern Ireland through advanced technology." Technovation 18, no. 2 (February 1998): 91–99. http://dx.doi.org/10.1016/s0166-4972(97)00105-3.

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Dissertations / Theses on the topic "Partnership sourcing"

1

Grant, Susan Barbara. "The supplier's dilemma : mixed motives in co-operative exchange." Thesis, Brunel University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.266544.

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Raghu, Rajath, and Jean-Baptiste Brat. "The Influence of Logistics Outsourcing on Supply Chain Management." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Industriell organisation och produktion, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-19528.

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This research work as part of a Master thesis aims to analyse the potential influence of outsourced logistics function on supply chain management from a strategic perspective. To carry out this thesis work a survey is designed to collect all the necessary data, in order to investigate the influence of outsourced logistics activities. The survey targets professionals in the area of logistics from Sweden and France, a response rate of 10% and 36% has been respectively obtained. A statistical analysis has been realized by using the ANOVA method which allows us to evaluate statistically significant results. Hence the analysis carried out answersthe research questions formulated.Our findings have shown a similar trend in Sweden and France on the outsourced logistics activities; mainly transportation and custom brokerage respectively at 80% and 60% are outsourced. According to the responses obtained from the survey, these activities tend to influence supply chain management and its strategy.As for example in Sweden, outsourcing transportation tends to initiate a need of organizational collaboration for an effective supply chain. The following functions such as warehousing, inventory control, order processing, product assembly, reverse logistics and information technology are less outsourced. However we noticed an increase in their use and importance on supply chain management. This can be explained by the recent and significant developments in the field of Information Technology, as well as the growing importance of sustainability for firms. For example for Swedish organizations, outsourcing order processing seems to lead to a focus on responsive supply chain, to use of postponement strate gies and an importance in collaboration across the supply chain. Results are different for companies in France as the main influence of outsourcing logistics activities is more on seen the supply chain as a whole with a great importance in partnership and an interest in standardization of method and re-engineering the supply chain as well as in a sustainable way.For further research work, it will be immensely appealing to develop a framework that defines strategies and managerial issues within the supply chain, considering outsourced logistics functions. Moreover, this research work can be carried out by using different methodologies such as the use of interviews.

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Swift, Cathy Owens. "Characteristics of Purchasing Managers That Influence Preferences to Enter Buyer-Seller Partnerships by Single Sourcing." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc278311/.

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This research addresses the question of whether there are personal characteristics of purchasing managers that lead them to make decisions regarding buyer-seller partnerships, and supplier sourcing in particular, that may be suboptimal, therefore affecting the performance of the firm. This question warrants study due to the current business environment, in which business firms have been entering into both formal and informal buyer-seller partnerships as a means of surviving in a highly competitive environment.

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4

"Information Systems and Technology Sourcing Strategies and Performance of E-Retailers." Doctoral diss., 2012. http://hdl.handle.net/2286/R.I.15073.

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abstract: The e-Retail industry has grown rapidly over the last few years and is projected to continue its upward trend as consumers shift from traditional channels to online channels. In March 2010, Forrester Research forecasted that online retail sales will grow by 10% a year for the next 5 years and e-Retail sales will amount to $249 billion by 2014. With intense competition for market share and profits, information systems and technology (IST) sourcing decisions are becoming increasingly important to e-Retail firms to support continued growth and market responsiveness. There are several aspects for e-Retailers to consider when formulating its IST sourcing strategy. Whether to choose make versus buy for technology assets and services has been addressed in both strategy and IS literature (Handfield et al. 1999, Leiblein et al. 2002, Wade and Hulland, 2004). Then there is the follow-up question of selecting a best-of-breed strategy or tighter partnership with a select group of vendors (Clemons et al. 1993, Kauffman and Tsai 2009). Few studies have looked at IST sourcing or proposed models and frameworks for evaluating IST sourcing decisions (Saarinen and Vepsalainen, 1994). Furthermore, these existing studies mainly address the antecedents of the decisions but not so much on their performance effects (Kauffman and Tsai 2009; Smith et al., 1998). The goal of this study is to extend the knowledge of IST sourcing for e-Retailers, a topic which has received limited attention (Kishore et al., 2004), by addressing a core problem: How should an e-Retailer develop and implement its IST sourcing strategy to accommodate the increase in consumer demand and IT complexity but still achieve high performance? The study introduces two theoretical models to examine organizational factors that influence an e-Retailer's IST sourcing strategies of make versus buy and partnership versus best-of-breed. The proposed models are tested using a panel data set of 307 e-Retail firms over the period of 2006 to 2010. The study opens up the black box of internal firm operations by introducing a granular view of IST sourcing decisions at both the value chain and e-Commerce architecture levels and examining the performance impacts of these strategic choices. This in-depth look at IST sourcing has yet to be explored in the literature.
Dissertation/Thesis
Ph.D. Information Management 2012

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Books on the topic "Partnership sourcing"

1

Peter, Bonfield. Partnership sourcing. London: Partnership Sourcing Ltd, 1999.

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2

Burnett, Ken. Readings in partnership sourcing. Stamford: Chartered Institute of Purchasing & Supply, 1995.

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3

Virolainen, Veli-Matti. Motives, circumstances, and success factors in partnership sourcing. Lappeenranta, Finland: Lappeenranta University of Technology, 1998.

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4

Heller, R. G. The application of partnership sourcing principles to the supply of telecommunications services. Manchester: UMIST, 1997.

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5

Limited, Partnership Sourcing, ed. Partnership sourcing. Partnership Sourcing Ltd, 1993.

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6

Limited, Partnership Sourcing, ed. Partnership sourcing. London: Partnership Sourcing Limited, 1991.

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7

Partnership sourcing: Creating service partnerships. London: Partnership Sourcing Limited, 1993.

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8

Industry, Confederation of British, and Arthur D. Little Ltd, eds. Partnership sourcing and British industry. London: CBI/Arthur D.Little, 1995.

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9

Gittins. Investigation into the impact of partnership sourcing. SIHE, 1994.

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10

MacBeth, Douglas K., and Neil Ferguson. Partnership Sourcing: An Integrated Supply Chain Management Approach (Financial Times). Financial Times Management, 1994.

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Book chapters on the topic "Partnership sourcing"

1

Wickens, Peter D. "Partnership Sourcing." In The Ascendant Organisation, 205–18. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-23850-7_11.

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Oumlil, A. Ben. "Global Business Partnerships and Sourcing Strategies." In Proceedings of the 1998 Multicultural Marketing Conference, 479. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17383-2_97.

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3

Jarvenpaa, Sirkka L., and M. Lynne Markus. "Data Sourcing and Data Partnerships: Opportunities for IS Sourcing Research." In Progress in IS, 61–79. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45819-5_4.

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Reiss, Michael, and Arndt Präuer. "Win-Win Partnerships in Sourcing: Empirical Evidence from Germany." In Herausforderungen an das Management, 251–65. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18551-9_15.

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5

"The Effects of IT Sourcing." In Trust And Partnership, 131–38. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119203919.ch6.

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6

Jeeva, Ananda S., and Lincoln C. Wood. "Poverty Reduction Strategies via Public-Private Partnerships." In E-Procurement Management for Successful Electronic Government Systems, 14–28. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2119-0.ch002.

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Government procurement practices influence large volumes of spending in communities and further procurement can be influenced through legislative efforts. Through these mechanisms government bodies carry significant influence on the way in which procurement spend occurs and they have the ability to influence the direction that the procurement may take. Carefully constructed parameters in public-private partnerships (PPP) can shift the focus of procurement activities towards engaging with the local businesses and communities. This represents an approach for government bodies to increase supplier diversity so that, in alignment with UN Millennium goals of poverty reduction, local suppliers can be provided with business opportunities and methods to reduce poverty. A two-focus approach is adopted; first, government drivers and policies are examined in the context of social engagement. Second, the roles and challenges faced by small firms in the local communities are highlighted. This demonstrates the way in which e-government procurement systems play a pivotal role in supporting local sourcing initiatives.

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7

McCoy, Jason, and Johannes Sarx. "Offshoring in the Pharmaceutical Industry." In IT Outsourcing, 1206–22. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch074.

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Offshoring has been adopted as a tool for reducing costs and for gaining strategic advantages by financial services, software development, and other competitive industries. For a variety of reasons, the pharmaceutical industry has been slow to take advantage of the benefits that offshoring can provide. The purpose of this article is to explore the internal and exogenous factors motivating global pharmaceutical firms to increase and expand their sourcing activities. And, instead of discussing global sourcing in general, India has been analyzed as a unique and explanatory case study for this new, emerging trend. The reasons behind this decision include India’s position as a renowned global IT hub, the country’s “home grown” biotechnology and biopharmaceutical industries, the numerous strategic partnerships and offshoring relationships between global and Indian firms, as well as its significant advances in IT and information management.

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8

Coverdill, James E., and William Finlay. "Being a Headhunter." In High Tech and High Touch. Cornell University Press, 2017. http://dx.doi.org/10.7591/cornell/9781501702808.003.0007.

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This chapter discusses how headhunting has evolved as an occupation. Headhunting is an accidental rather than aspirational occupation—it is one that people enter as the result of an event that triggers a reappraisal of their careers or lives. It is also an occupation that is continuing to evolve as the labor market and recruiting environment change. The chapter examines (1) the various routes into this accidental occupation, (2) the technological and social changes that are changing headhunting, and (3) the different strategies that headhunters have developed for dealing with these changes, including specialization, separating the sourcing of prospects from their recruiting, and forming strategic partnerships with clients.

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9

Purohit, Hemant, Mamta Dalal, Parminder Singh, Bhavana Nissima, Vijaya Moorthy, Arun Vemuri, Vidya Krishnan, et al. "Empowering Crisis Response-Led Citizen Communities." In Crowdsourcing, 1202–23. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8362-2.ch059.

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Crisis times are characterized by a dynamically changing and evolving need set that should be evaluated and acted upon with the least amount of latency. Though the established practice of response to rescue and relief operations is largely institutionalized in norms and localized; there is a vast sea of surging goodwill and voluntary involvement that is available globally to be tapped into and channelized for maximum benefit in the initial hours and days of the crisis. This is made possible with the availability of real-time, collaborative communication platforms such as those facilitated by Facebook, Google and Twitter. They enable building and harnessing real-time communities as an amorphous force multiplier to collate, structure, disseminate, follow-through, and close the loop between on-ground and off-ground coordination on information, which aids both rescue as well relief operations of ground response organizations. At times of emergencies, amorphous online communities of citizens come into existence on their own, sharing a variety of skill sets to assist response, and contribute immensely to relief efforts during earthquakes, epidemics, floods, snow-storms and typhoons. Since the Haiti earthquake in 2010 to the most recent Ebola epidemic, online citizen communities have participated enthusiastically in the relief and rehabilitation process. This chapter draws from real world experience, as authors joined forces to set up JKFloodRelief.org initiative, to help the government machinery during floods in the state of Jammu & Kashmir (JK) in India in September 2014. The authors discuss the structure and nature of shared leadership in virtual teams, and benefits of channelizing global goodwill into a purposeful, and sustained effort to tide over the initial hours when continued flow of reliable information will help in designing a better response to the crisis. The authors discuss the lessons learned into 5 actionable dimensions: first, setting up response-led citizen communities with distributed leadership structure, in coordination with the on-ground teams. Second, communicating clearly and consistently about sourcing, structuring, and disseminating information for both internal team challenges, solutions, and plans with shared goal-preserving policies, as well as external public awareness. Third, developing partner ecosystem, where identifying, opening communication lines, and involving key stakeholders in community ecosystem - corporates, nonprofits, and government provide a thrust for large-scale timely response. Fourth, complementing and catalyzing offline efforts by providing a public outlet for accountability of the efforts, which recognizes actions in both off-ground and on-ground environments for volunteers, key stakeholders and citizens. Lastly, the fifth dimension is about follow-up & closure, with regrouping for assessing role, next steps, and proper acknowledgement of various stakeholders for a sustainable partnership model, in addition to communicating outcome of the efforts transparently with every stakeholder including citizen donors to ensure accountability. With the extensive description of each of these dimensions via narrative of experiences from the JKFloodRelief.org initiative, the authors aim to provide a structure of lessons learned that can help replicate such collaborative initiatives of citizens and organizations during crises across the world.

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10

Purohit, Hemant, Mamta Dalal, Parminder Singh, Bhavana Nissima, Vijaya Moorthy, Arun Vemuri, Vidya Krishnan, et al. "Empowering Crisis Response-Led Citizen Communities." In Advances in IT Personnel and Project Management, 270–92. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9688-4.ch015.

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Crisis times are characterized by a dynamically changing and evolving need set that should be evaluated and acted upon with the least amount of latency. Though the established practice of response to rescue and relief operations is largely institutionalized in norms and localized; there is a vast sea of surging goodwill and voluntary involvement that is available globally to be tapped into and channelized for maximum benefit in the initial hours and days of the crisis. This is made possible with the availability of real-time, collaborative communication platforms such as those facilitated by Facebook, Google and Twitter. They enable building and harnessing real-time communities as an amorphous force multiplier to collate, structure, disseminate, follow-through, and close the loop between on-ground and off-ground coordination on information, which aids both rescue as well relief operations of ground response organizations. At times of emergencies, amorphous online communities of citizens come into existence on their own, sharing a variety of skill sets to assist response, and contribute immensely to relief efforts during earthquakes, epidemics, floods, snow-storms and typhoons. Since the Haiti earthquake in 2010 to the most recent Ebola epidemic, online citizen communities have participated enthusiastically in the relief and rehabilitation process. This chapter draws from real world experience, as authors joined forces to set up JKFloodRelief.org initiative, to help the government machinery during floods in the state of Jammu & Kashmir (JK) in India in September 2014. The authors discuss the structure and nature of shared leadership in virtual teams, and benefits of channelizing global goodwill into a purposeful, and sustained effort to tide over the initial hours when continued flow of reliable information will help in designing a better response to the crisis. The authors discuss the lessons learned into 5 actionable dimensions: first, setting up response-led citizen communities with distributed leadership structure, in coordination with the on-ground teams. Second, communicating clearly and consistently about sourcing, structuring, and disseminating information for both internal team challenges, solutions, and plans with shared goal-preserving policies, as well as external public awareness. Third, developing partner ecosystem, where identifying, opening communication lines, and involving key stakeholders in community ecosystem - corporates, nonprofits, and government provide a thrust for large-scale timely response. Fourth, complementing and catalyzing offline efforts by providing a public outlet for accountability of the efforts, which recognizes actions in both off-ground and on-ground environments for volunteers, key stakeholders and citizens. Lastly, the fifth dimension is about follow-up & closure, with regrouping for assessing role, next steps, and proper acknowledgement of various stakeholders for a sustainable partnership model, in addition to communicating outcome of the efforts transparently with every stakeholder including citizen donors to ensure accountability. With the extensive description of each of these dimensions via narrative of experiences from the JKFloodRelief.org initiative, the authors aim to provide a structure of lessons learned that can help replicate such collaborative initiatives of citizens and organizations during crises across the world.

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Conference papers on the topic "Partnership sourcing"

1

Leung, K. K., B. Mok, T. Lau, and S. K. Ho. "A comprehensive approach in sourcing suppliers and establishing collaborative partnership in cable market." In 10th International Conference on Advances in Power System Control, Operation & Management (APSCOM 2015). Institution of Engineering and Technology, 2015. http://dx.doi.org/10.1049/ic.2015.0258.

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Reports on the topic "Partnership sourcing"

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Bird, Lori, Jenny Heeter, Eric O'Shaughnessy, Bethany Speer, Orrin Cook, Todd Jones, Michael Taylor, Pablo Ralon, and Emily Nilson. Policies for Enabling Corporate Sourcing of Renewable Energy Internationally: A 21st Century Power Partnership Report. Office of Scientific and Technical Information (OSTI), May 2017. http://dx.doi.org/10.2172/1360891.

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