A fundamental methodological question guides this paper: How can operations managers and researchers learn from the applied activity that characterises the practice of OM? To address this question, defines and explores the legitimacy of an action‐oriented research approach in OM, and the particular logic and value of applying action research (AR) to the description and understanding of issues in OM. Begins with a review of the role of empirical research in OM and how AR features within the OM research literature. Introduces the theory and practice of AR and outlines the AR cycle and how AR is implemented. Finally, describes the skills required to engage in AR and explores issues in generating theory. Concludes with the assertion that AR is relevant and valid for the discipline of OM in its ability to address the operational realities experienced by practising managers while simultaneously contributing to knowledge.

PurposeThis paper investigates developing a learning-to-learn capability as a critical success factor for sustainable lean transformation.Design/methodology/approachThis research design is guided by our research question: how can suppliers learn to learn as part of a buyer-led collaborative lean transformation? The authors adopt action learning research to generate actionable knowledge from a lean supplier development initiative over a three-year period.FindingsDrawing on emergent insights from the initiative, the authors find that developing a learning-to-learn capability is a core and critical success factor for lean transformation. The authors also find that network action learning has a significant enabling role in buyer-led collaborative lean transformations.Originality/valueThe authors contribute to lean theory and practice by making the distinction between learning about and implementing lean best practices and adopting a learning-to-learn perspective to build organisational capabilities, consistent with lean thinking and practice. Further, the authors contribute to methodology, adopting action learning research to explore learning-to-learn as a critical success factor for sustainable lean transformation.

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This article explores how action learning undertaken in a network in the transportation equipment industry enabled a supply chain network, established to deliver customer service and productivity, to generate shared operational and strategic insight into collaborative improvement, leading to systemic change and improved practice and performance in the network’s strategic operations. The process describes how the network began as a strategic network, grounded in economic transaction, transitioned to becoming a transformational network based on open collaborative relations. It highlights interorganizational or network learning, types of networks, the dynamics of collaborative improvement, and action learning as an experiential process for learning-in-action.