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THE STRATEGIC PROCESS AND ITS IMPACT ON THE OUTCOME OF A TENDER
Author(s) -
MATTISSON Ola,
THOMASSON Anna
Publication year - 2007
Publication title -
annals of public and cooperative economics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.526
H-Index - 37
eISSN - 1467-8292
pISSN - 1370-4788
DOI - 10.1111/j.1467-8292.2007.00341.x
Subject(s) - procurement , outcome (game theory) , process (computing) , business , ex ante , process management , competitive advantage , industrial organization , operations management , marketing , economics , computer science , microeconomics , macroeconomics , operating system
** : A competitive tendering process within a public organization does not always render the anticipated results, i.e., the intended strategy is not always realized. This paper shows that the way the strategy process is managed by the parties involved in the tender is of importance to the outcome. Previous research has mainly focused on the situation ex ante the tendering process. This paper contributes to the research on competitive tendering by focusing on the management that takes place ex post the tendering process. For this purpose a theoretical framework consisting of a process‐based approach on strategy formation is applied to the analysis of two case studies of competitive tendering in the Swedish water and sewage sector.