Changing supplier selection and relationship practices: a contagion process

Abstract Purchasing managers offer different opinions when asked which are the driving forces from the situational environment that determine the organisation of the purchasing function. Their opinions of the supplier selection process and criteria to be used also differ. All these are explained by differences in (1) their personal past trajectory through various networks, determining their personal interpretation of the real world; (2) their position in the present company, described as the negotiated social order; (3) the company's world-view on ‘how things have to be done, including purchasing’: the socially negotiated order. These aspects are part of a process of contagion and determine the nature of the actual supplier relations.

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