Managing the International Strategic Sourcing Process as a Market‐Driven Organizational Learning System*
研究市场驱动的组织学习如何影响跨国公司的战略采购结果，基于179个国内和167个国际战略业务单元的数据，发现学习导向影响客户满意度、关系承诺和采购周期时间。
ABSTRACT This study examines the effects of market‐driven organizational learning on a select set of strategic sourcing outcomes involving the sourcing function of a Fortune 500 multinational corporation. The focus is on the dyadic activities and relationships between the domestic and international strategic business units (SBUs) and the corporate buying center. The hypothesized relationships are tested on the overall sample and based on a two‐by‐two matrix framework defined by international versus domestic settings and frequent versus infrequent sourcing scenarios. Based on a sample of 179 domestic and 167 international SBUs, the results suggest that market‐driven organizational learning in the strategic sourcing units influences customer satisfaction, relationship commitment, and cycle time of the sourcing process. However, while the set of learning orientations appears to be strategically robust across the four quadrant scenarios (moderator settings), the sourcing situations differ somewhat in the specific tactical learning orientations preferred.