Organizational learning as a strategic resource in supply management
Abstract
This study considers the potential role of organizational learning as a strategic resource in supply management. A model of learning in supply management processes is examined using samples representing three nodes of one Fortune 500 organization's supply chains (internal SBU customers, n=141; corporate buyers, n=115, and external suppliers, n=58). Organizational learning is viewed as a composite construct arising from four tangible indicators: team-, systems-, learning-, and memory-orientations (each of those orientations is measured with four to five items). The results indicate that learning has a positive effect on a set of learning consequences, supply management consequences, management consequences, and performance consequences. © 2003 Elsevier B.V. All rights reserved.
Publication Title
Journal of Operations Management
Recommended Citation
Hult, G., Ketchen, D., & Nichols, E. (2003). Organizational learning as a strategic resource in supply management. Journal of Operations Management, 21 (5), 541-556. https://doi.org/10.1016/j.jom.2003.02.001
