Change within purchasing and supply management organisations – Assessing the claims from maturity models. Issue 2 (March 2018)

• Record Type: Journal Article
• Authors: Andreasen, Peter Holm; Gammelgaard, Britta
• Is Part Of: Journal of purchasing and supply management. Volume 24:Issue 2(2018)
• Page Start: 151
• Page End: 163
• Publication Date: 2018-03
• Subjects: Maturity models -- Purchasing and supply management practices -- Organisational change -- Organisational power; Industrial procurement -- Europe -- Management -- Periodicals; Purchasing -- Europe -- Periodicals; Purchasing -- Europe -- Management -- Periodicals; Materials management -- Europe -- Periodicals; Industrial procurement -- Management; Materials management; Purchasing; Purchasing -- Management; Europe; Periodicals; 658.7205
• DOI: 10.1016/j.pursup.2017.11.005
• Languages: English
• ISSNs: 1478-4092

Abstract

Abstract: It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations' change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities. Highlights: We study three purchasing and supply management organisations professional change processes. We examine the guidance and assumptions from purchasing and supply management maturity models. We apply different views on change to analyse purchasing and supply management organisations.