Using Organizational Control Mechanisms to Enhance Procurement Efficiency: How GlaxoSmithKline Improved the Effectiveness of E-Procurement

Published Online:https://doi.org/10.1287/inte.1060.0209

References

  • Aberdeen Group Making e-sourcing strategic: From tactical technology to core business strategy. (2002) . (September 1). Research report, Aberdeen Group, Boston, MAGoogle Scholar
  • Aberdeen Group Spending analysis: Extending the value and impact of strategic sourcing. (2003) . (October). Research report, Aberdeen Group, Boston, MAGoogle Scholar
  • Aberdeen Group Optimizing and sustaining supply savings: Best practices and e-sourcing. (2004) . (September). Research report, Aberdeen Group, Boston, MAGoogle Scholar
  • Baiman S., Fischer P. E., Rajan M. V. Information, contracting, and quality costs. Management Sci. (2000) 46(6):776–789LinkGoogle Scholar
  • Banker R., Datar S. Sensitivity, precision, and linear aggregation of signals for performance evaluation. J. Accounting Res. (1989) 27(1):21–39CrossrefGoogle Scholar
  • Center for Advanced Procurement Studies Report of cross-industry standard benchmarks. (2004) . (August)Google Scholar
  • Friedman J., Berquist T., Debiase C., Kahl S., Lim C. Strategic sourcing technology—A language for buyers and suppliers. (2001) . (February 23). A.T. Kearney white paperGoogle Scholar
  • Holmstrom B. Moral hazard and observability. Bell J. Econom. (1979) 10:74–91CrossrefGoogle Scholar
  • Pyke D. F., Johnson M. E., Billington C., Harrison T. P., Lee H. L., Neale J. J. Sourcing strategy and supplier relationships: Alliances versus eprocurement. The Practice of Supply Chain Management, Where Theory and Application Converge (2003) (Kluwer Publishers, Norwell, MA) 77–89Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.