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The strategic process and its impact on the outcome of a tender

På svenska

Author

Summary, in English

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.

Publishing year

2007

Language

English

Pages

439-454

Publication/Series

Annals of Public and Cooperative Economics

Volume

78

Issue

3

Document type

Journal article

Publisher

Wiley-Blackwell

Topic

  • Business Administration

Status

Published

ISBN/ISSN/Other

  • ISSN: 1370-4788