Organisational learning and inter‐firm “partnering” in the UK construction industry

James G. Barlow · Ashok Jashapara

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Organizational Learning and Leadership Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

The paper explores the role of construction industry “partnering” ‐ the development of closer collaborative links between firms ‐ in stimulating organisational learning. Drawing on case studies of partnering relationships involving large clients (British Petroleum, NatWest Bank, McDonald’s, Selfridges, Safeway) and over 40 of their contractors and suppliers, discusses the factors which influence the transfer of knowledge between organisations, the different levels at which learning takes place (e.g. individual, team, organisational) and the extent to which double‐loop learning can be observed.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991The fifth discipline, the art and practice of the learning organization 1998The Knowledge-Creating Company 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1997Organizational Learning: A Theory of Action Perspective 1991Organizational Learning: The Contributing Processes and the Literatures 1993The myopia of learning 1993Riding the waves of culture: Understanding cultural diversity in business

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2003Pre‐construction project partnering: from adversarial to collaborative relationships 2017The role of a solutions salesperson: Reducing uncertainty and fostering adaptiveness 2015The construct of absorptive capacity in knowledge management and intellectual capital research: content and text analyses 2007Partnering in major contracts: Paradox and metaphor 2001Co-operative benchmarking: a tool for partnering excellence in construction

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