Table V. Quotes on major concepts Major... | Emerald Publishing

Table V.

Quotes on major concepts

Major concept	Quotes by procurement officers	Quotes by SROI officers
Management support	Management can overrule advice from the procurement officer, forcing the application of SROI in a contract [4]	Managements’ perception is that SROI cannot be applied on specific contracts. SROI application should not be optional [3]
	In spite of the focus on SROI, both in the past and present, management has to keep focusing attention on the importance of SROI. Otherwise, SROI efforts might weaken [3]	Top management uses its networking position to enable SROI activities. This is positive for SROI development but is questionable regarding a good procurement process [2]
	Top management is informed frequently on the status of SROI activities. Unclear is to what extent this information is used for future reference [2]	SROI policy and goals are stimulating for SROI development, but can be a burden when not applicable in practice [1]
Information and communication	Because of the independent role of the procurement officer, there is no involvement in monitoring SROI. This is a task for contract management. There is no need for information for procurement [4]	Awareness by procurement professionals is sufficient, but can be improved. Expecting them to know all about SROI is not realistic. Therefore, SROI experts are involved during the design-phase of the contract [3]
	Communication between the procurement officers and the SROI officers is important. A lot of effort is being made in ensuring the right persons are involved and that possible barriers are removed [2]	Information dissemination is divided between various functions. This does not have a positive effect on SROI implementation [4]
	In spite of a clear policy with clear procedures, not all procurement professionals have equal focus on the use of SROI [3]	Contractors new to SROI have little knowledge about SROI and may see SROI as a burden. Dissemination of information to market parties is necessary and should be improved [1]
	It is paramount that information is disseminated periodically to keep sufficient focus on the use of SROI [3]	Actors outside of the municipality can be better informed, which can lead to more SROI opportunities [1]
Organization	The SROI policy can be interpreted differently by every procurement officer, allowing divergence in the execution of the policy [4]	We lack the means to address entrepreneurs based on past performances, except for the specific contractual conditions [2]
	It is of importance to involve entrepreneurs in the Social Return process. Their support drives success. A lot of effort is made to facilitate entrepreneurs and to enable them to apply to SROI [2]	Policy is not always considered achievable as its goals often are generic and only focus on the application of SROI. They are not developed with specific SROI goals in mind [4]
	SROI activities can be applied outside the span of the specific contract. However, legally SROI activities have to be applied within the span and terms [3]	Municipalities in the region tend to work and act differently with various interpretations of the policy. This makes it hard to say if SROI reaches its full potential [4]
	Functional implementation of SROI requires effort to involve contracting parties and to provide a sustainable basis for a long-term relationship. The municipality should aim to inform and involve entrepreneurs [3]	To me, SROI is considered successful when it leads to a win-win-win situation for the employee, the employer and the municipality [3]
	The role of dedicated SROI officers cannot be underestimated. SROI needs sufficient attention from experienced professionals. The procurement function itself should solely focus on the procurement process [2]	Collaboration with the municipality is important to accomplish a situation that suits the target group, the entrepreneurs and the municipality. The main objective for SROI officers is to facilitate this situation [2]
	SROI implementation is not generalizable, and to grasp within a format with fields which are mandatory. When managed this way, the whole principle of SROI is treated inferior [1]	The administrative burden of managing, monitoring and enforcing SROI contracts is considered to be high [1]
External pressure	Expectations by external parties on the application of SROI-terms are not always realistic [4]	The municipal board demands legitimate procurement activities, including SROI activities [4]
	The local policy may conflict with the national guidelines on SROI. These guidelines are considered ambiguous and hinder effective and positive SROI execution [3]	There is no national policy on the application of SROI. This may lead to various interpretations of rules and stimulate conflicting interests between stakeholders [4]
	National regulation provides conditions in which SROI has to be executed. This limits the possibilities for a municipality to apply SROI conditions [1]	Some policy choices may involve legal risks. Within our organization, there is willingness to overcome these risks for SROI to be successful [1]

Major concept	Quotes by procurement officers	Quotes by SROI officers
Management support	Management can overrule advice from the procurement officer, forcing the application of SROI in a contract [4]	Managements’ perception is that SROI cannot be applied on specific contracts. SROI application should not be optional [3]
	In spite of the focus on SROI, both in the past and present, management has to keep focusing attention on the importance of SROI. Otherwise, SROI efforts might weaken [3]	Top management uses its networking position to enable SROI activities. This is positive for SROI development but is questionable regarding a good procurement process [2]
	Top management is informed frequently on the status of SROI activities. Unclear is to what extent this information is used for future reference [2]	SROI policy and goals are stimulating for SROI development, but can be a burden when not applicable in practice [1]
Information and communication	Because of the independent role of the procurement officer, there is no involvement in monitoring SROI. This is a task for contract management. There is no need for information for procurement [4]	Awareness by procurement professionals is sufficient, but can be improved. Expecting them to know all about SROI is not realistic. Therefore, SROI experts are involved during the design-phase of the contract [3]
	Communication between the procurement officers and the SROI officers is important. A lot of effort is being made in ensuring the right persons are involved and that possible barriers are removed [2]	Information dissemination is divided between various functions. This does not have a positive effect on SROI implementation [4]
	In spite of a clear policy with clear procedures, not all procurement professionals have equal focus on the use of SROI [3]	Contractors new to SROI have little knowledge about SROI and may see SROI as a burden. Dissemination of information to market parties is necessary and should be improved [1]
	It is paramount that information is disseminated periodically to keep sufficient focus on the use of SROI [3]	Actors outside of the municipality can be better informed, which can lead to more SROI opportunities [1]
Organization	The SROI policy can be interpreted differently by every procurement officer, allowing divergence in the execution of the policy [4]	We lack the means to address entrepreneurs based on past performances, except for the specific contractual conditions [2]
	It is of importance to involve entrepreneurs in the Social Return process. Their support drives success. A lot of effort is made to facilitate entrepreneurs and to enable them to apply to SROI [2]	Policy is not always considered achievable as its goals often are generic and only focus on the application of SROI. They are not developed with specific SROI goals in mind [4]
	SROI activities can be applied outside the span of the specific contract. However, legally SROI activities have to be applied within the span and terms [3]	Municipalities in the region tend to work and act differently with various interpretations of the policy. This makes it hard to say if SROI reaches its full potential [4]
	Functional implementation of SROI requires effort to involve contracting parties and to provide a sustainable basis for a long-term relationship. The municipality should aim to inform and involve entrepreneurs [3]	To me, SROI is considered successful when it leads to a win-win-win situation for the employee, the employer and the municipality [3]
	The role of dedicated SROI officers cannot be underestimated. SROI needs sufficient attention from experienced professionals. The procurement function itself should solely focus on the procurement process [2]	Collaboration with the municipality is important to accomplish a situation that suits the target group, the entrepreneurs and the municipality. The main objective for SROI officers is to facilitate this situation [2]
	SROI implementation is not generalizable, and to grasp within a format with fields which are mandatory. When managed this way, the whole principle of SROI is treated inferior [1]	The administrative burden of managing, monitoring and enforcing SROI contracts is considered to be high [1]
External pressure	Expectations by external parties on the application of SROI-terms are not always realistic [4]	The municipal board demands legitimate procurement activities, including SROI activities [4]
	The local policy may conflict with the national guidelines on SROI. These guidelines are considered ambiguous and hinder effective and positive SROI execution [3]	There is no national policy on the application of SROI. This may lead to various interpretations of rules and stimulate conflicting interests between stakeholders [4]
	National regulation provides conditions in which SROI has to be executed. This limits the possibilities for a municipality to apply SROI conditions [1]	Some policy choices may involve legal risks. Within our organization, there is willingness to overcome these risks for SROI to be successful [1]