The Quest for Competitive Advantage in Global Supply Chains:

Abstract

The purpose of this article is to review literature on interorganizational learning (IOL) and related constructs systematically to develop a theoretical model of IOL. An extensive and systematic literature review was undertaken in major logistics, supply chain, operations, and strategic management journals to identify theories in which a model of IOL could be grounded and to document major relationships related to the concepts of organizational learning and IOL. Using resource-based view, relational view, and knowledge-based view as the theoretical foundations, a conceptual model depicting IOL as a source of a competitive advantage was developed. The proposed theoretical framework suggests IOL can be used to develop capabilities such as innovation and flexibility that, in turn, lead to higher levels of logistics performance and contribute to a firm's competitive advantage. Supply chain orientation is an important antecedent to IOL, and cultural distance is an important moderator of IOL. This article contributes to the body of knowledge on IOL by positioning IOL within the framework of received theories and constructs. Implications for managers and several directions for future research are also identified.

Multi-study analysis of learning culture, human capital and operational performance in supply chain management

“…Firms with a learning culture are skilled at creating, acquiring, transferring knowledge, and, when needed, modifying its behavior to reflect new knowledge and insights (Garvin, 1993). Researchers and practitioners alike have become increasingly interested in the competitive advantages created by firms that foster and promote learning (Kontoghiorghes et al, 2005;Manuj et al, 2013).…”

“…Cooper et al (2016) acknowledged two major forces leading to an increased emphasis on supply chain workforce development and training: effective management of a firm's supply chain is essential to its success, and the judicious investment in human capital is needed to make the best use of limited resources. Having an active and formulated learning culture has been shown to be a factor in creating competitive advantage for a firm (Hult et al, 2003;Manuj et al, 2013). This firm-specific learning culture can be the catalyst for establishing long-term competitive advantage and enabling the firm to develop the workforce to fit the precise needs of their specific supply chain.…”

Relational Learning and Organizational Cultural Intelligence

“…Technological changes, longer supply chains through increased globalization, complex global connections, unpredictable markets, shorter product lifecycles and among other reasons have made sustaining competitive advantage more difficult than ever before ( [22]). The importance of intraorganizational learning for an organizations' survival as well as for effective performance has been widely studied in the literature.…”

“…Over the years, relational learning has been examined from a number of perspectives and settings [for instance: industrial markets by [8]), but there is very little research exploring relational learning in the crosscultural setting ( [4];, [9]; [18]. A lack of research on cross-cultural relational learning is somewhat surprising due to complexity and the increased levels of integration in global supply chains ( [22]; [29]; [10]). Only handful of studies have been published that directly focus on relational learning processes in the cross-cultural dyads or networks, and most of the studies examine dyads between Western and Asian partners ( [27]; [22]).…”

“…A lack of research on cross-cultural relational learning is somewhat surprising due to complexity and the increased levels of integration in global supply chains ( [22]; [29]; [10]). Only handful of studies have been published that directly focus on relational learning processes in the cross-cultural dyads or networks, and most of the studies examine dyads between Western and Asian partners ( [27]; [22]). Also, previous studies have approached cultural differences only from the cultural distance point of view (e.g., [22]), not from the organizational capabilities' point of view.…”