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|Title: ||Institutional responses to electronic procurement in the public sector|
|Authors: ||Doherty, Neil|
McConnell, Daniel J.
|Keywords: ||Electronic procurement|
|Issue Date: ||2013|
|Publisher: ||Emerald Group Publishing Limited|
|Citation: ||DOHERTY, N.F., MCCONNELL, D.J. and ELLIS-CHADWICK, F., 2013. Institutional responses to electronic procurement in the public sector. International Journal of Public Sector Management, 26 (6), pp.495-515.|
|Abstract: ||Purpose: The primary aim of the research presented in this paper is to address the gap in
the literature with regard to the factors that affect the uptake and application of eprocurement
within the public sector.
Design/methodology/approach: This analysis was achieved through five in-depth case
studies – based upon extensive interviews, observation and documentation reviews -
conducted within central and local government organisations.
Findings: The study shows that despite being very different in terms of their form and
function, each of our five case study organisations had achieved similar levels of progress in
terms of their adoption of e-procurement technologies. In short every organisation had
already adopted BACS, all five were also actively planning to implement: e-tendering; eaward;
e-contract and e-catalogue systems, but none had any intention of adopting emarketplaces
Research limitation/implications: The results of this study will help individual organisations
to better understand their current situations and the barriers that will need to be overcome
before they can significantly expand their adoption of e-procurement technologies.
Originality/value: In addition to presenting one of the first detailed studies of the adoption of
e-procurement technologies, this study also breaks new ground through its use of the lens of
‘Institutional theory’ to help interpret the findings.|
|Description: ||This article is © Emerald Group Publishing and permission has been granted for this version to appear here: http://dx.doi.org/10.1108/IJPSM-04-2012-0048. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1108/IJPSM-04-2012-0048|
|Appears in Collections:||Published Articles (Business School)|
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