Table 3 Post-survey results... | Emerald Publishing

Table 3

Post-survey results triangulation by interviews with public procurement experts

	Strategic procurement integration as an antecedent of social capital creation	Relational capital’s positive impact on value creation	Cognitive capital’s positive impact on value creation	Structural capital’s positive impact on value creation
Comparisons of survey and interview findings	Consistent: Both survey and interview findings concur that strategic integration is important for social capital creation with suppliers supporting H1, H2, and H3	○ Consistent: Both surveys and interviews indicate that relational capital is deemed unimportant, and may even be considered illegal, especially when operational value is aimed rejecting H4a ○ Consistent: Both survey and interview findings concur that relational capital is essential for innovative value creation supporting H4b ○ Inconsistent: While survey results and some interviews indicate that relational capital is less important for environmental value creation, other interviews suggest its importance. We reject H4c but encourage future research in this area	○ Consistent: Both surveys and interviews indicate that cognitive capital is important for operational value creation supporting H5a ○ Consistent: Both surveys and interviews indicate that cognitive capital is important for innovative value creation supporting H5b ○ Inconsistent: While survey results and some interviews indicate that cognitive capital is less important for environmental value creation, other interviews suggest its importance. We reject H5c but encourage future research in this area	○ Consistent: Both surveys and interviews indicate that structural capital is important for operational value creation supporting H6a ○ Consistent: Both surveys and interviews indicate that structural capital is important for innovative value creation supporting H6b ○ Consistent: Both surveys and interviews indicate that structural capital is important for environmental value creation supporting H6c
Supporting quotes	“The connection to the top management and strategic leadership strengthens the mutual ability to communicate with suppliers. This is made possible by taking strategic goals into account in procurement, thus also communicating a shared value system and setting goals.” [I6] “Internal trust, and personal goals [of public procurer] will change when the strategic alignment [between PSM and organization at large] is better.” [I2] “And he has been ordered to conduct a procurement without expertise or strategic outlook. In such cases, the results are not usually the best. And that is kind of a reactive procurement? So there is no planning involved […] When the procurement is organized strategically and they have plans, how to take this forward, I do not see any downside of that.” [I10]	○ “… what if we get friends with the supplier? Especially in public procurement, you still see it a sort of fear of being too friendly or being too close with the supplier.” [I1] “Nevertheless, it might cause certain problems. And one of them is to get too acquainted with certain suppliers and that will impose a risk for the procurement on how to treat them equally and so forth. So, therefore, there is an official approach for the procurement department.” [I10] ○ “And in a way, without the constant market dialogue, it is hard for us to make very innovative purchases, so we need the market knowledge also for planning the purchases and for developing the target of the contract during the contract period.” [I3] ○ “When your supplies try to make something green because we ask, it doesn’t work. It leads to greenwashing …” [I2] “Perhaps it [procurement case] would be more fruitful if we were physically present, even just a few times a month.” [SI6]	○ “Because part of negotiating or doing a purchasing is on what are my interests and what are your interests? And that’s also a lesson of how do you start negotiation?” [I2] “Clearly defining roles and expectations is extremely important, and it’s crucial for all projects of this kind to ensure that everyone fully understands what is expected from each party and what the project entails.” [SI1] “Every participant in the procurement should know what the goals are. Currently, the procurement process feels quite short-sighted, making it difficult for a service provider to form a comprehensive understanding of where they fit into the overall plan.” [SI5] ○ “I guess one thing I do see is that the innovative value is something that requires … In a way, coming up with something new, it requires a vision, that we have a common direction, it requires cooperation, that we are, in a way, motivated to do things, we have the partnership. And in a way, some of the values don’t necessarily require such a level of partnership.” [I3] ○ “When I want to buy an electric car instead of a diesel car, there is green buying. But I don’t really need cognitive capital or relational capital to buy an electric car”. [I5]	○ “With a structured agenda, you get more focus on the operational value.” [I2] “Usually, they provide the orders well in advance unless there are last-minute changes to the quantities—something that has happened occasionally during these exceptional times when adjustments have to be made at very short notice. But their system is definitely helpful from our perspective, as it allows us to plan ahead based on the menu and the anticipated number of students, elderly people, or whoever the end users are. They’re able to give us very precise orders.” [SI2] ○ “You need to go to suppliers and look at what innovation they can do. And that’s what you see.” [I6] “So rather before we start writing an invitation to tender, we should engage in market dialogue with our service provider candidates and tell them what it is we are procuring” [I5] ○ “We have minimum limits that we have to fulfill whatever we need to procure green, whether it is about computers or cardboard, and so on. We have structure and rules and they have been done in Finland for many, many years.” [I7]

	Strategic procurement integration as an antecedent of social capital creation	Relational capital’s positive impact on value creation	Cognitive capital’s positive impact on value creation	Structural capital’s positive impact on value creation
Comparisons of survey and interview findings	Consistent: Both survey and interview findings concur that strategic integration is important for social capital creation with suppliers supporting H1, H2, and H3	○ Consistent: Both surveys and interviews indicate that relational capital is deemed unimportant, and may even be considered illegal, especially when operational value is aimed rejecting H4a○ Consistent: Both survey and interview findings concur that relational capital is essential for innovative value creation supporting H4b○ Inconsistent: While survey results and some interviews indicate that relational capital is less important for environmental value creation, other interviews suggest its importance. We reject H4c but encourage future research in this area	○ Consistent: Both surveys and interviews indicate that cognitive capital is important for operational value creation supporting H5a○ Consistent: Both surveys and interviews indicate that cognitive capital is important for innovative value creation supporting H5b○ Inconsistent: While survey results and some interviews indicate that cognitive capital is less important for environmental value creation, other interviews suggest its importance. We reject H5c but encourage future research in this area	○ Consistent: Both surveys and interviews indicate that structural capital is important for operational value creation supporting H6a○ Consistent: Both surveys and interviews indicate that structural capital is important for innovative value creation supporting H6b○ Consistent: Both surveys and interviews indicate that structural capital is important for environmental value creation supporting H6c
Supporting quotes	“The connection to the top management and strategic leadership strengthens the mutual ability to communicate with suppliers. This is made possible by taking strategic goals into account in procurement, thus also communicating a shared value system and setting goals.” [I6]“Internal trust, and personal goals [of public procurer] will change when the strategic alignment [between PSM and organization at large] is better.” [I2]“And he has been ordered to conduct a procurement without expertise or strategic outlook. In such cases, the results are not usually the best. And that is kind of a reactive procurement? So there is no planning involved […] When the procurement is organized strategically and they have plans, how to take this forward, I do not see any downside of that.” [I10]	○ “… what if we get friends with the supplier? Especially in public procurement, you still see it a sort of fear of being too friendly or being too close with the supplier.” [I1]“Nevertheless, it might cause certain problems. And one of them is to get too acquainted with certain suppliers and that will impose a risk for the procurement on how to treat them equally and so forth. So, therefore, there is an official approach for the procurement department.” [I10]○ “And in a way, without the constant market dialogue, it is hard for us to make very innovative purchases, so we need the market knowledge also for planning the purchases and for developing the target of the contract during the contract period.” [I3]○ “When your supplies try to make something green because we ask, it doesn’t work. It leads to greenwashing …” [I2]“Perhaps it [procurement case] would be more fruitful if we were physically present, even just a few times a month.” [SI6]	○ “Because part of negotiating or doing a purchasing is on what are my interests and what are your interests? And that’s also a lesson of how do you start negotiation?” [I2]“Clearly defining roles and expectations is extremely important, and it’s crucial for all projects of this kind to ensure that everyone fully understands what is expected from each party and what the project entails.” [SI1]“Every participant in the procurement should know what the goals are. Currently, the procurement process feels quite short-sighted, making it difficult for a service provider to form a comprehensive understanding of where they fit into the overall plan.” [SI5]○ “I guess one thing I do see is that the innovative value is something that requires … In a way, coming up with something new, it requires a vision, that we have a common direction, it requires cooperation, that we are, in a way, motivated to do things, we have the partnership. And in a way, some of the values don’t necessarily require such a level of partnership.” [I3]○ “When I want to buy an electric car instead of a diesel car, there is green buying. But I don’t really need cognitive capital or relational capital to buy an electric car”. [I5]	○ “With a structured agenda, you get more focus on the operational value.” [I2]“Usually, they provide the orders well in advance unless there are last-minute changes to the quantities—something that has happened occasionally during these exceptional times when adjustments have to be made at very short notice. But their system is definitely helpful from our perspective, as it allows us to plan ahead based on the menu and the anticipated number of students, elderly people, or whoever the end users are. They’re able to give us very precise orders.” [SI2]○ “You need to go to suppliers and look at what innovation they can do. And that’s what you see.” [I6]“So rather before we start writing an invitation to tender, we should engage in market dialogue with our service provider candidates and tell them what it is we are procuring” [I5]○ “We have minimum limits that we have to fulfill whatever we need to procure green, whether it is about computers or cardboard, and so on. We have structure and rules and they have been done in Finland for many, many years.” [I7]

Note(s): Text that is underlined matches what we found in surveys, while text that is not underlined either differs from survey findings or points out areas for future research

Source(s): Authors’ own work

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