| dc.creator | Falcone, Ellie C. | |
| dc.creator | Fugate, Brian S. | |
| dc.creator | Waller, Matthew A. | |
| dc.date.accessioned | 2024-09-25T21:35:55Z | |
| dc.date.available | 2024-09-25T21:35:55Z | |
| dc.date.issued | 3/31/2024 | |
| dc.identifier.uri | https://doi.org/10.1111/jscm.12319 | |
| dc.identifier.uri | https://repository.tcu.edu/handle/116099117/65941 | |
| dc.description | The interplay between a firm's customer portfolio and the firm's performance presents a theoretical conundrum that challenges traditional supply chains. In particular, the role of government customer concentration-how extensively a firm incorporates government entities as part of its customer base-emerges as a pivotal factor with the potential to both bolster and burden firm performance. Analyzing 3,643 firm-year observations from the U.S. Federal Procurement Data System-Next Generation, Compustat, and FactSet Revere reveals an inverse U-shaped relationship between government customer concentration and firm performance. Excessive or insufficient government customer concentration adversely impacts performance, suggesting that a strategic balance is essential. Firm size, absorptive capacity, and network embeddedness are crucial in navigating this complex relationship, guiding a firm toward optimizing its government customer portfolio. This research advances the discourse on customer base management, underscoring the essential strategic considerations for firms interacting with government buyers. | |
| dc.language | en | |
| dc.publisher | Wiley | |
| dc.source | JOURNAL OF SUPPLY CHAIN MANAGEMENT | |
| dc.title | Growing, learning, and connecting: Deciphering the complex relationship between government customer concentration and firm performance | |
| dc.type | Article | |
| dc.rights.license | CC BY-NC-ND 4.0 | |
| local.college | Neeley School of Business | |
| local.department | Supply and Value Chain Management | |
| local.persons | Falcone (INSC) | |
