How to interact, when and with whom? SMEs and public procurement

David Mark McKevitt · Paul K. Davis

30 citations0/0 files storedPublic Money & Management

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Public Procurement and Policy Public Policy and Administration Research Quality and Supply Management

Abstract

Research consistently shows that small and medium enterprises (SMEs) struggle with public procurement processes. The aim of this paper is to extend the research agenda using the lens of supplier development. Dyadic mentoring theory is used to classify three role sets that buyers are willing to use in order to develop small firms. This paper's findings distinguish budget holders from traditional buyers in terms of how and what processes they are willing to use to develop SMEs. Role theory is used in the paper to explain the different mentor behaviours.

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References

1990Institutions, Institutional Change and Economic Performance 1991Institutions, Institutional Change and Economic Performance 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts 1983Phases of the Mentor Relationship 1972A General Model for Understanding Organizational Buying Behavior 2004Building deep supplier relationships 1954The Study of Behavior. Q-Technique and its Methodology.

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2021Broader outcomes in procurement policy – a case of New Zealand pragmatism 2025Research on SME involvement in public procurement: A review, critique and conceptual framework 2021How do institutionalized supplier development initiatives affect knowledge transfer and operational performance? Evidence from SME construction companies in Zambia

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