Organisational learning and lean supply relationships: the case of Apple Ireland

Brian Fynes · Antti Ainamo

23 citations0/0 files storedSupply Chain Management An International Journal

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Quality and Supply Management Sustainable Supply Chain Management Organizational Learning and Leadership

Abstract

Examines organisational learning in a lean supply arrangement between a multinational buyer and its local suppliers. Looks at how organisations learn and unlearn. Reviews buyer‐seller relationships. Presents a lean supply model that combines the essence of learning and buyer‐seller relationship literature. Uses as a case study the buyer‐seller relationships between the Irish subsidiary Apple Computer and two of its local suppliers. Discusses how the relationships represent co‐existence of competition and co‐operation.

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References

1984Case Study Research: Design and Methods 1973The Strength of Weak Ties 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1995The Knowledge-Creating Company 1991The Competitive Advantage of Nations 1990The Competitive Advantage of Nations 1987The Economic Institutions of Capitalism 1972A Garbage Can Model of Organizational Choice

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2009Performance value analysis for the justification of the leagile supply chain 2017Defining Lean Change—Framing Lean Implementation in Organizational Development

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