An Empirical Investigation of the Formation and Implications of the Organizational Buyer's Strategic and Tactical Roles

Abstract

Although research in organizational buying behavior has alluded to the importance of the purchasing agent's enacted role in the development and execution of an organization's procurement related activities, there exists little corresponding empirical evidence. This paper examined the buyer's self-perceived role, factors that affect its formation, and the impact that a buyer's role definition has on various aspects of buying behavior. Cluster analysis is employed to differentiate among purchasing agents based on their perceived participation in various stages of the purchasing decision process. Different patterns of behavior emerge from the five empirically derived clusters. These differences are presented and the managerial implications are discussed.