Facing disruptive technologies: aligning purchasing maturity to contingencies

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dc.contributor.authorSøgaard, Britta
dc.contributor.authorSkipworth, Heather
dc.contributor.authorBourlakis, Michael
dc.contributor.authorMena, Carlos
dc.contributor.authorWilding, Richard D.
dc.date.accessioned2019-12-16T15:39:56Z
dc.date.available2019-12-16T15:39:56Z
dc.date.issued2018-12-03
dc.description.abstractPurpose This paper aims to explore how purchasing could respond to disruptive technologies by examining the assumptions underlying purchasing strategic alignment and purchasing maturity through a contingency lens. Design/methodology/approach This study uses a systematic review across purchasing maturity and purchasing strategic alignment literature. This is supplemented with exploratory case studies to include practitioners’ views. Findings This research demonstrates that neither purchasing maturity nor purchasing strategic alignment are suitable approaches to respond to disruptive technologies. Purchasing maturity does not allow purchasing managers to select relevant practices. It also shows no consideration of any contingencies, which practitioners highlight as important for the selection of practices. Purchasing strategic alignment includes the company strategy as a contingency but does not provide any practices to choose from. It does not include any other contextual contingencies considered important by practitioners. The findings indicate that linking the two research streams may provide a more suitable approach to responding to disruptive technologies. Research limitations/implications This research demonstrates the requirement to develop a new approach to responding to disruptive technologies, by linking purchasing maturity and purchasing strategic alignment to contextual contingencies. This is a currently unexplored approach in academic literature, which refutes the generally accepted premise that higher maturity unilaterally supports a better positioning towards technological disruption. This research also highlights a requirement for practitioners to shift their approach to “best practices”. Originality/value This is the first research to systematically review the relationships between purchasing maturity and purchasing strategic alignment. It adds to contingency theory by suggesting that purchasing maturity models can support the achievement of strategic alignment. Also, future research directions are suggested to explore these relationships.en_UK
dc.identifier.citationSøgaard B, Skipworth H, Bourlakis M, et al., (2019) Facing disruptive technologies: aligning purchasing maturity to contingencies. Supply Chain Management: An International Journal, Volume 24, Issue 1, 2019, pp. 147-169en_UK
dc.identifier.cris20966366
dc.identifier.issn1359-8546
dc.identifier.urihttps://doi.org/10.1108/SCM-03-2018-0087
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/14844
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectTechnologyen_UK
dc.subjectMaturity modelen_UK
dc.subjectPurchasingen_UK
dc.subjectAlignmenten_UK
dc.titleFacing disruptive technologies: aligning purchasing maturity to contingenciesen_UK
dc.typeArticleen_UK

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