Purpose

Business strategy issues increasingly concern value realized from supply resources. However, how supply resources are valorized by managerial factions in a strategic issue setting is not sufficiently explored. In organizations operating in complex business contexts, several strategic agendas and supply value perceptions typically coexist. This study aims to explore the process of developing corporate attention towards supply-related strategic issues and how it links to sourcing strategy.

Design/methodology/approach

An explorative longitudinal case study within the food industry is conducted. Data are collected in a four year period. Working physically from the case company made it possible to be close to the company’s actors. The first author participated in 26 formal team meetings ranging from 1.5 h to 3 days long, conducted 28 interviews across managerial levels and functions and participated in informal verbal and written communications.

Findings

This study explores strategizing efforts of organizations and scrutinize consequences of strategic ambiguity for sourcing strategy and supply resources. Furthermore, this study outlines implications for management and theory development.

Research limitations/implications

Since this paper is based on an in-depth single case study, its findings are not empirically generalizable.

Practical implications

This paper suggests that managers should pay stronger attention to constituents’ valuation of supply resources, and how they fit with the different strategic agendas within the firm. By doing so, a more comprehensive supply resource mobilization is possible.

Originality/value

Business strategy research increasingly focuses on the value of supply resources for a buying firm’s business strategy (Kotabe and Murray 2018; Lee and Rammohan 2017; Schiele, Calvi, and Gibbert 2012). In a context where the value obtained from sourcing is gaining increased importance, more organizations link supply policies with corporate strategic goals (Andersen, Ellegaard, and Kragh 2016; Hesping and Schiele 2015; Pardo et al., 2011). However, existing supply chain research does not incorporate an organization’s strategizing efforts, when considering supply resource valuation, and how this can be a source of ambiguity to sourcing strategy. The is the paper’s contribution.

中文翻译：

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战略议程的制定如何影响供应资源的估值和采购政策？食品行业案例

 目的

业务战略问题越来越关注从供应资源中实现的价值。然而，管理派别在战略问题设置中如何评估供应资源的价值尚未得到充分探讨。在复杂业务环境中运营的组织中，多种战略议程和供应价值观念通常共存。本研究旨在探讨企业对供应相关战略问题的关注的过程以及它如何与采购战略联系起来。

设计/方法论/途径

对食品行业进行了探索性纵向案例研究。数据是在四年内收集的。在案例公司工作，可以近距离接触公司的演员。第一作者参加了 26 次正式团队会议，时间从 1.5 小时到 3 天不等，进行了 28 次跨管理级别和职能的访谈，并参与了非正式的口头和书面交流。

 发现

本研究探讨了组织的战略制定工作，并仔细审查了战略模糊性对采购战略和供应资源的影响。此外，本研究概述了对管理和理论发展的影响。

研究局限性/影响

由于本文基于深入的单个案例研究，因此其研究结果不能在经验上推广。

 实际影响

本文建议管理者应更加关注选民对供应资源的评估，以及它们如何适应公司内部不同的战略议程。通过这样做，可以更全面地调动供应资源。

 原创性/价值

商业战略研究越来越关注采购公司商业战略的供应资源价值（Kotabe 和 Murray 2018；Lee 和 Rammohan 2017；Schiele、Calvi 和 Gibbert 2012）。在从采购中获得的价值变得越来越重要的背景下，越来越多的组织将供应政策与企业战略目标联系起来（Andersen、Ellegaard 和 Kragh，2016 年；Hesping 和 Schiele，2015 年；Pardo 等人，2011 年）。然而，在考虑供应资源评估时，现有的供应链研究并未纳入组织的战略制定工作，以及这如何成为采购战略模糊性的根源。这是论文的贡献。