Based on empirical research, presents an interpretative model of the dynamics occurring in the subcontracting relationships between large purchasers and small subcontractors. Shows that the small units often supply a product that is not sufficiently differentiated and technologically advanced; are for the most part dependent on a few large purchasers; find it increasingly difficult to follow the contractor's quality and reliability requirements; have an adequate amount of machinery but neglect other forms of investment (i.e. in data processing equipment, education and training); and have problems with the introduction of innovations especially due to the lack of a skilled workforce. Illustrates the subcontracting behaviour of small businesses by means of a model which considers two aspects: the ''strategic positioning'', evaluated in terms of kind and object of subcontracting; and the ''operational positioning'', regarding the introduction of innovations into the operations. The different areas of strategic and operational positioning are discussed in terms of competitive and earning success. Indicates a possible strategic-operational development pathway leading towards more qualified subcontractors/large purchaser relationships.
Strategic and operational choices for small subcontracting firms: Empirical results and an interpretative model
DE TONI, Alberto Felice;NASSIMBENI, Guido
1996-01-01
Abstract
Based on empirical research, presents an interpretative model of the dynamics occurring in the subcontracting relationships between large purchasers and small subcontractors. Shows that the small units often supply a product that is not sufficiently differentiated and technologically advanced; are for the most part dependent on a few large purchasers; find it increasingly difficult to follow the contractor's quality and reliability requirements; have an adequate amount of machinery but neglect other forms of investment (i.e. in data processing equipment, education and training); and have problems with the introduction of innovations especially due to the lack of a skilled workforce. Illustrates the subcontracting behaviour of small businesses by means of a model which considers two aspects: the ''strategic positioning'', evaluated in terms of kind and object of subcontracting; and the ''operational positioning'', regarding the introduction of innovations into the operations. The different areas of strategic and operational positioning are discussed in terms of competitive and earning success. Indicates a possible strategic-operational development pathway leading towards more qualified subcontractors/large purchaser relationships.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
