Exploring Interpersonal Power in Public Procurement Management: A Socio-Technical Approach

Abstract

Public procurement (PP) represents on average 50% of the government budget. The phenomenon of interpersonal power impacts the efficiency of PP management. This study uses the theory of sociotechnical systems, the environment where PP processes develop, to explore the influence of interpersonal power on its management. Through an exploratory qualitative study, a conceptual theoretical model is formulated and validated that allows exploring the influence of interpersonal power in the management of PPs. The model proposes that interpersonal power influences decision-making, and these decisions influence the efficiency of PP management. Individual characteristics and organizational culture moderate the influence of interpersonal power on decision making. The research contributes to the theory of PPs, providing theoretical bases for the management and regulation of PPs considering the influence of interpersonal power. Finally, new routes are recommended for future research that allow deepening or expanding the study of interpersonal power in the management of PPs.