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Putting supply chain learning into practice. (In special issue: What really matters in operations management)

Putting supply chain learning into practice. (In special issue: What really matters in operations management)
Putting supply chain learning into practice. (In special issue: What really matters in operations management)
As firms struggle to cope with an increasingly turbulent and uncertain economic environment there is widespread recognition of the importance of organisational learning. One option is to look at the potential of shared learning between firms, where common interests and interdependence provide motivation for experience sharing and other forms of synergy in learning. A particular version of inter-firm learning is the use of supply chains as a mechanism for upgrading and transferring “appropriate practice” and this article reports on exploratory research on this theme. It draws on a literature survey and a detailed study of six UK supply chains at various stages of implementing supply chain learning.
kaizen, organizational learning, supply chain
0144-3577
167-184
Bessant, John
d76bc1b2-1d96-4206-8bc7-74fe4ad1cce1
Kaplinsky, Raphael
523e31b5-2370-4459-a7f2-d4bdddc18287
Lamming, Richard
3e84a762-7186-45f4-83ee-a41c4cb0e5ad
Bessant, John
d76bc1b2-1d96-4206-8bc7-74fe4ad1cce1
Kaplinsky, Raphael
523e31b5-2370-4459-a7f2-d4bdddc18287
Lamming, Richard
3e84a762-7186-45f4-83ee-a41c4cb0e5ad

Bessant, John, Kaplinsky, Raphael and Lamming, Richard (2003) Putting supply chain learning into practice. (In special issue: What really matters in operations management). International Journal of Operations & Production Management, 23 (2), 167-184. (doi:10.1108/01443570310458438).

Record type: Article

Abstract

As firms struggle to cope with an increasingly turbulent and uncertain economic environment there is widespread recognition of the importance of organisational learning. One option is to look at the potential of shared learning between firms, where common interests and interdependence provide motivation for experience sharing and other forms of synergy in learning. A particular version of inter-firm learning is the use of supply chains as a mechanism for upgrading and transferring “appropriate practice” and this article reports on exploratory research on this theme. It draws on a literature survey and a detailed study of six UK supply chains at various stages of implementing supply chain learning.

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Published date: February 2003
Keywords: kaizen, organizational learning, supply chain

Identifiers

Local EPrints ID: 36185
URI: https://eprints.soton.ac.uk/id/eprint/36185
ISSN: 0144-3577
PURE UUID: a8da3cd7-56ac-4d1c-b19a-917db197decf

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Date deposited: 22 May 2006
Last modified: 15 Jul 2019 19:05

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Contributors

Author: John Bessant
Author: Raphael Kaplinsky
Author: Richard Lamming

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