Putting supply chain learning into practice

John Bessant; Raphael Kaplinsky; Richard Lamming

doi:10.1108/01443570310458438

Putting supply chain learning into practice

John Bessant, Raphael Kaplinsky, Richard Lamming

University of Brighton

Research output: Contribution to journal › 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.

Original language	English
Pages (from-to)	167-184
Number of pages	18
Journal	International Journal of Operations & Production Management
Volume	23
Issue number	2
DOIs	https://doi.org/10.1108/01443570310458438
Publication status	Published - 2003

Bibliographical note

This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://eprints.brighton.ac.uk/79/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited

Keywords

Kaizen
Organizational learning
Supply chain
Continuous improvement
CENTRIM

Access to Document

10.1108/01443570310458438Licence: Unspecified

Putting_Supply_Chains_into_Practice.pdfSubmitted manuscript, 204 KBLicence: Unspecified

Cite this

@article{fe7768b001c44147aeaca083c61209be,

title = "Putting supply chain learning into practice",

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.",

keywords = "Kaizen, Organizational learning, Supply chain, Continuous improvement, CENTRIM",

author = "John Bessant and Raphael Kaplinsky and Richard Lamming",

note = "This article is {\textcopyright} Emerald Group Publishing and permission has been granted for this version to appear here http://eprints.brighton.ac.uk/79/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited",

year = "2003",

doi = "10.1108/01443570310458438",

language = "English",

volume = "23",

pages = "167--184",

journal = "International Journal of Operations & Production Management",

issn = "0144-3577",

number = "2",

}

TY - JOUR

T1 - Putting supply chain learning into practice

AU - Bessant, John

AU - Kaplinsky, Raphael

AU - Lamming, Richard

N1 - This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://eprints.brighton.ac.uk/79/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited

PY - 2003

Y1 - 2003

N2 - 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.

AB - 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.

KW - Kaizen

KW - Organizational learning

KW - Supply chain

KW - Continuous improvement

KW - CENTRIM

U2 - 10.1108/01443570310458438

DO - 10.1108/01443570310458438

M3 - Article

SN - 0144-3577

VL - 23

SP - 167

EP - 184

JO - International Journal of Operations & Production Management

JF - International Journal of Operations & Production Management

IS - 2

ER -

Putting supply chain learning into practice

Abstract

Bibliographical note

Keywords

Access to Document

Fingerprint

Cite this