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Cross‐functional make or buy decision process ownership

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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research Review Emerald Publishing

Cross‐functional make or buy decision process ownership

Anna Moses
Management Research Review , Volume 34 (9): 19 – Aug 9, 2011
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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
2040-8269
DOI
10.1108/01409171111158983
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Management Research Review – Emerald Publishing

Published: Aug 9, 2011

Keywords: Make or buy decisions; Decision process; Process ownership; Process management; Cross‐functional

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