The effects of organizational restructuring on industrial buying behavior: 1990 and beyond

Abstract

With a few exceptions, the extant literature lacks substantive analysis of the ways downsizing and outsourcing impact on organizational structure and the roles and behaviors of organizational members. This is especially true of research focussing on organizational buying behavior. Provides an important step toward increasing our understanding in these areas by proposing a model of some of the conceptual linkages between current organizational downsizing and outsourcing initiatives and organizational structure and buying behavior. Develops theoretical arguments along with a set of propositions concerning the likely effects of downsizing and outsourcing on organizational structure, as well as on buying centre structure, membership, and shared authority, and on purchase participant role conflict, motivation, and risk aversion. Aims to encourage future conceptual and empirical analyses of these important relationships and linkages.

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