Putting supply-chain learning theory into practice: lessons from an Irish case

Sweeney, Edward; Evangelista, Pietro; Passaro, Renato

doi:10.1504/ijkl.2005.008357

Cited by 18 publications

(8 citation statements)

References 38 publications

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“…In this evolving business landscape, KM can play an increasingly vital role, providing new opportunities to logistics service providers (Sweeney et al, 2005). In today's turbulent supply chain environment, which is characterized by time compression and the need for agility, KM capabilities are considered a critical variable for logistics service differentiation (Fugate et al, 2012) and a tool to optimize costs and better serve clients (Neumann and Tomé, 2009).…”

Section: 2mentioning

confidence: 99%

Exploring knowledge management practices in third-party logistics service providers

Durst

Evangelista

2018

VJIKMS

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Purpose This paper aims to explore knowledge management (KM) practices implemented by third-party logistics service companies (3PLs) and the main barriers slowing down the adoption of such practices. Design/methodology/approach The methodological approach used in this paper is based on a multiple case study analysis involving a set of 3PLs operating in Italy and Sweden. The empirical analysis has explored the KM practices used by 3PLs and the main barrier hindering their adoption. Findings In spite of some adoption, the findings suggest that 3PLs are not sufficiently realizing the full potential of KM. The evidence also indicates that there is a link between the type of 3PL company (in terms of the breadth and complexity of the services supplied) and the sophistication of KM tools adopted. Research limitations/implications From a research point of view, further research should focus on the validation of the link between the number and sophistication of KM tools used and the breadth of services supplied. Further research should also focus on exploring how KM can support 3PL companies in enhancing their performance. Practical implications From a practical point of view, the findings may help the management of 3PL companies to take a more strategic approach to KM and thus its contribution to the firms’ overall goals. Additionally, it is critical to conduct a careful analysis of current and future KM needs to identify the most suitable KM solutions linked to the specific characteristics of the business in which 3PLs operate. Originality/value This study provides fresh insights into the adoption of KM practices in logistics service organizations. The findings advance the limited body of knowledge regarding this topic and contribute to the further development of the study of KM.

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Section: 2mentioning

confidence: 99%

Exploring knowledge management practices in third-party logistics service providers

Durst

Evangelista

2018

VJIKMS

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“…Both start-ups and established firms should continuously acquire new critical knowledge and effectively and efficiently manage it in order to enable the firm to generate, communicate and leverage its intellectual properties (Cerchione et al , 2015; Gao et al , 2008; Marr and Schiuma, 2001). In fact, the latter allow the firm to extend its competitive advantage which, in turn, nurtures the need for further learning and new critical knowledge acquisition processes through a typical virtuous circle (Minguzzi and Passaro, 2001; Sweeney et al , 2005).…”

Section: Positioning Sucs Learning In the Entrepreneurial Processmentioning

confidence: 99%

Start-up competitions as learning environment to foster the entrepreneurial process

Passaro

Quinto

Thomas

2017

IJEBR

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Purpose – The purpose of this paper is threefold: first, to shed light on the increasing start-up competitions\ud (SUCs) phenomenon; second, to provide an interpretive framework to understand whether the SUCs have the\ud potential to be effective entrepreneurial learning environment; third, to analyse the different roles of public\ud and private actors in organizing SUCs.\ud Design/methodology/approach – The paper presents a cross-section analysis of the Italian SUCs\ud population. In total, 77 competitions are analysed on the basis of different criteria which should properly mirror\ud their distinguishing structural features, helping understand the potential of SUCs as learning environments.\ud Findings – The recent increase in the number of SUCs has been mainly fuelled by private actors. Moreover,\ud Italian SUCs show some features that make them rich learning environments. Private and public actors play\ud different roles, as confirmed by statistical tests performed. Privately organized SUCs follow mainly a\ud market-oriented approach, while publicly organized ones are more education oriented.\ud Research limitations/implications – The findings cannot be easily generalized mainly due to the\ud peculiarities of the Italian context.\ud Practical implications – Soft forms of regulation should be defined to strengthen those features which could\ud potentially support the entrepreneurial learning processes. In this view, SUCs should be part of a start-up friendly\ud ecosystem where actors (startuppers, incubators, venture capitalists) are effectively coordinated with each other.\ud Originality/value – Despite the remarkable diffusion of SUCs, there are significant gaps in literature about\ud this phenomenon. Given the lack of a systematic and comprehensive analysis of SUCs as effective\ud entrepreneurial learning environments, the paper represents an important starting point

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“…As world class companies have experienced, external and internal supply chain performance measurement is the primary mechanism for organisational learning at all levels. Furthermore, supply chain learning -based on firm-to-firm exchange of knowledge -is based on leveraging the supply chain as a mechanism to enable learning and competence development (Bessant et al, 2003;Sweeney et al, 2005). A Learning Organisation is an organisation which recognises the importance of this type of learning, and which has developed practices which reflect this.…”

Section: Scm As a Senior Management Functionmentioning

confidence: 99%