HEC Montréal

About: HEC Montréal is a education organization based out in Montreal, Quebec, Canada. It is known for research contribution in the topics: Vehicle routing problem & Corporate governance. The organization has 1221 authors who have published 5708 publications receiving 196862 citations. The organization is also known as: Ecole des Hautes Etudes Commerciales de Montreal & HEC Montreal.

Tenure in Office and Public Procurement

Abstract: We study the impact of politicians' tenure in office on the outcomes of public procurement. To this purpose, we match a data set on the politics of Italian municipal governments to a data set on the procurement auctions they administered. In order to identify a causal relation, we apply two different identification strategies. First, we compare elections where the incumbent mayor barely won another term, with elections where the incumbent mayor barely lost and a new mayor took over. Second, we cross-validate these estimates using a unique quasi-experiment determined by the introduction of a two-term limit on the mayoral office in March 1993. This reform granted one potential extra term to mayors appointed before the reform. The main result is that an increase in the mayor's tenure is associated with ``worse'' outcomes: fewer bidders per auction, a higher cost of procurement, a higher probability that the winner is local and that the same firm is awarded repeated auctions. Taken together, our estimates are informative of the possibility that time in office progressively leads to collusion between government officials and a few favored local bidders. Other interpretations receive less support in the data

Managing IT Outsourcing Risk: Lessons Learned

Abstract: Risk is inherent to almost any business decision. New product development, capital investments, and implementation of state of the art technology are often used as examples of risky business ventures; while they may lead to major benefits, they may also result in important losses. Outsourcing decisions, and contractual arrangements of the type required by an IT outsourcing deal, are another example of a risky business endeavor. While it can lead to lower costs, economies of scale, access to specialized resources, and new business ventures (Gupta and Gupta, 1992 ; Huff, 1991), outsourcing can have unwanted outcomes such as escalating costs, diminishing service levels, and loss of expertise, to name a few (Earl, 1996; Gack, 1994 ; Lacity and Hirschheim, 1993).