TY  - JOUR
AB  - 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.
VL  - 16
IS  - 6
SN  - 0144-3577
DO  - 10.1108/01443579610119081
UR  - https://doi.org/10.1108/01443579610119081
AU  - De Toni Alberto
AU  - Nassimbeni Guido
PY  - 1996
Y1  - 1996/01/01
TI  - Strategic and operational choices for small subcontracting firms: Empirical results and an interpretative model
T2  - International Journal of Operations & Production Management
PB  - MCB UP Ltd
SP  - 41
EP  - 55
Y2  - 2024/04/20
ER  -