Putting supply chain learning into practice

Bessant, John; Kaplinsky, Raphael; Lamming, Richard

doi:10.1108/01443570310458438

Cited by 255 publications

(339 citation statements)

References 21 publications

Supporting

Mentioning

304

Contrasting

Unclassified

Order By: Relevance

“…In sum, the empirical evidence discloses an approach to organizational learning not dissimilar to the finding presented by Bessant et al (2003). Organizational learning in construction supply chains remains largely a product of project 'history', legislation (Barlow and Jashapara, 1998) and a victim of circumstantial development.…”

Section: Process School Of Learningmentioning

confidence: 81%

“…Similarly organizational learning has also received considerable attention in organizational theory and construction management research (Chan et al, 2005). Although not mutually dependant, cultivating an organizational learning capability in the supply chain is argued to enhanced knowledge-sharing, innovation and competitive advantage (Love et al, 2002, Bessant et al, 2003, Mason and Leek, 2008.…”

Section: Introductionmentioning

confidence: 99%

“…Arguments within the supply chain literature and wider community suggest that supply chain performance must be closely aligned with management concepts of culture (Fellows, 2009) quality (Love et al, 2004b) continuous improvement, best practice (Egan, 1998), innovation (Love et al, 2002) and organizational learning (Bessant et al, 2003, Bresnen, 2009). …”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Organizational learning in construction supply chains

Tennant

Fernie

2013

Engineering, Construction and Architectural Management

View full text Add to dashboard Cite

Purpose -Learning within the supply chain is widely considered to provide the basis for enhanced competitive advantage. The purpose of this paper is to explore the theory and current practice of organizational learning in UK construction supply chains.Design / methodology / approach -A qualitative research strategy is followed for this exploration of supply chain management and organizational learning. Research enquiry draws on semi-structured interviews with key construction supply chain stakeholders. The semi-structure interviews are recorded, transcribed and analysed via qualitative data analysis software.Findings -Careful examination of the transcripts reveal that whilst supply chain management practice in construction is limited, key schools of organizational learning are similarly underdeveloped. Findings disclose construction supply chain organizations routinely employ learning strategies that are best described as reactionary and interventionist.Research limitations / implications -Research was limited to the UK construction industry and encapsulates the assessment and evaluation of construction clients and first-tier supply chain members working within construction framework agreements. The perspectives of construction SME's were outwith the data set.Practical Implications -Underdeveloped organizational learning practices within supply chains present a significant barrier to the development and diffusion of supply chain management theory and practice in construction. In practical terms, the attainment of competitive advantage and the development of competing supply chain in construction would be extremely limited.Originality / value -Connecting organizational learning to the development and diffusion of supply chain management has been largely overlooked within the construction management literature. The research makes two notable contributions. First, the adaptation of a pragmatic and holistic organizational learning framework for the appraisal of learning strategies and second an evaluation of organizational learning in construction supply chains.

show abstract

Section: Process School Of Learningmentioning

confidence: 81%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Organizational learning in construction supply chains

Tennant

Fernie

2013

Engineering, Construction and Architectural Management

View full text Add to dashboard Cite

show abstract

“…Moreover, Zhang and Sharifi (2000) argued that the leanness level of an organization can be assessed through its flexdibility to respond to changes in business environment and market needs. Similarly, Bessant et al (2003) asserted that flexibility is the key to competitive success and encompasses the ability to respond quickly and flexibly to environmental requirements as well as the ability to respond to emerging challenges with innovative reactions and solutions.…”

Section: Flexibility Performancementioning

confidence: 99%

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Al‐Zu'bi¹

2015

EMR

View full text Add to dashboard Cite

This paper examined the effects of four core and internal lean practices on flexibility performance in Jordanian manufacturing companies. Lean practices included setup time reduction, continuous improvement, synchronization of operations, and pull system. A survey questionnaire was used to collect data from 157 manufacturing companies from different industry types. Hierarchical regression analysis showed that lean production posively and significantly affected flexibility performance. All lean practices proved to be positively and significantly related to flexibility performance. The most contributing lean practice was synchronization of operations followed by pull system and continuous improvement. The moderating effect of environmental dynamism was also examined. The results of the interaction terms showed that environmental dynamism positively and significantly moderated the relationship between synchronization of operations and flexibility performance. The findings of this study highlighted the important role of synchronization of operations, a widely neglected lean practice in the literature, in improving flexibility performance. Additionally, we contributed to the controversial issue in the literature concerning the impact of lean production on performance in a dynamic environment.

show abstract

“…Firms have to identify and implement improvement initiatives in an inter-organizational context in order to cope with the environmental changes and stay competitive within the global marketplace. The competitive performance of the value chain depends upon learning and the development of the system as a whole entity (Bessant et al, 2003). Considerable emphasis is placed on the ability of firms not only to develop but to continuously learn to keep pace with the competitive environment (Bessant et al, 2003).…”

Section: Introductionmentioning

confidence: 99%