Anna Moses

Dimensions of change in make or buy decision processes

Purpose – The purpose of this paper is to determine the dimensions along which make or buy decision processes change over time.Design/methodology/approach – The paper is based on a longitudinal in‐depth case study of a large industrial company, where the data were collected using interviews, documentation and observations. The data were analyzed using chronological patterns, and findings were then compared with the literature on make or buy decision processes.Findings – Nine dimensions were found along which the make or buy decision process had changed over time. The dimensions were cross‐functionality, structure, regularity, formality, awareness, mandatory, information distribution and management and flexibility. The causes of the changes were related to a combination of company internal and external events and contexts.Research limitations/implications – The findings should be seen as a first attempt in assisting in the creation of a foundation for constructing more dynamic make or buy decision process ...

Nature of functional involvement in make or buy decision processes

Purpose – The purpose of this paper is to investigate the nature of functional involvement in the cross‐functional make or buy decision process.Design/methodology/approach – The paper is based on literature within the areas of cross‐functional make or buy decision processes as well as cross‐functional process research in general. The empirical part of the paper is a longitudinal and in‐depth case study, where the data are collected using interviews, documentation and observations. The data are analyzed using chronological patterns.Findings – Findings indicate a changing pattern between close collaborative integration during decision‐making phases and more interaction‐focused integration during data‐gathering phases. The benefits of this integration pattern mainly lay in the effective use of resources combined with increased decision quality.Research limitations/implications – The results are based on a large manufacturing company that produces complex products. It can be suggested that the scene researche...

Cross-functional make or buy decision process ownership

Purpose - The purpose of this paper is to explore the area of process ownership and management in cross-functional make-or-buy decision processes. Design/methodology/approach - Multiple case studies are used including both a longitudinal in-depth case study and two retrospective case studies. The data were analyzed using cross-case comparison as well as analysis through existing literature in the field of make-or-buy decision processes, after which propositions for further research were developed. Findings - The propositions found concern in the fact that the function being responsible for the industrial network also should own the decision process. Letting research and development become a more powerful decision maker and distinguish between different types of make-or-buy decisions are also important aspects to consider. Research limitations/implications - The findings are a first attempt in creating a foundation for future research in the area of process ownership and management of make-or-buy decisions. A future need to further develop these propositions is essential. Practical implications - The function mostly affected by the outcome of the decision should be in charge of the process, and should also be process manager. The process owner should create awareness of different types of make-or-buy decisions. Originality/value - Recently, make-or-buy decision processes are considered strategic decision processes, but neither in research nor industry is it clear who should own and manage these decision processes. The paper stretches this fact and brings forth possible owners.