An empirical examination of strategic sourcing dominant logic: Strategic sourcing centricity

• This study refers to strategic sourcing dominant logic as strategic sourcing centricity (SSC).
• We define SSC as a sourcing management′s mindset based on learning, performance, planning, and relational orientations.
• We build on insights on intangibility derived from resource-based theory (RBV) to propos and empirically test SSC.
• We test the operational measures of SSC dimensions on a sample of 174 top supply management executives.
• The results indicate strong support for the theorized SSC framework.

Recently, much of the thought in strategic sourcing, i.e., dominant logic, has shifted away from the exchange of tangible goods and toward the exchange of intangibles, specialized skills and knowledge, and processes. This study refers to strategic sourcing dominant logic as strategic sourcing centricity (SSC) and describes it as a sourcing management′s mindset based on learning, performance, planning, and relational orientations and manifests itself in the implementation of SS to meet supply management objectives and satisfy stakeholder requirements. Building on insights on intangibility derived from resource-based theory (RBV), the study proposes and empirically tests strategic sourcing centricity (SSC). The authors test the operational measures of SSC dimensions and its impact on performance on a sample of 174 supply management executives. The results indicate strong support for the theorized framework. Managerial implications and future research agenda are provided.