Dynamic capabilities view on value creation in public procurement

Abstract

Purpose This study aims to build on the dynamic capability view by examining dynamic capabilities associated with public value in public procurement. Design/methodology/approach A qualitative case study approach is used in this study. The interview and secondary data consist of eight cases of value-creating procurement from four public organizations. Findings The findings connect dynamic capabilities and public value in terms of innovation generation and promotion, well-functioning supplier markets, public procurement process effectiveness, environmental and social sustainability and quality and availability of products or services. Social implications Dynamic capabilities in public procurement are necessary to improve public procurement. Originality/value This study extends understanding of how sensing, seizing and transforming capabilities contribute to public value creation in both innovative and less innovative (i.e. ordinary) procurement scenarios.