Fashions of learning: improving supply‐chain relationships

Abstract

Purpose The purpose of this paper is to present a new model of organisational learning that can be used to identify the actual and desired behavioural gaps between firms engaged in supply‐chain relationships. Improved learning implementation is expected to improve significantly the competitive dynamics between supplier‐client‐customer relationships. Design/methodology/approach First, the paper discusses the boundary‐spanning chain that takes information from consumers and uses it to tell manufacturers what products to make. For many, transforming down‐side requirements from thought into action has required major reengineering of existing organisational structures, business processes, and the information technology that supports them. The paper discusses why organisational learning is an inherent part of this process. Next, the paper examines various types of organisational learning processes. Third, the paper discusses various strategies for improving learning. The discussion suggests that supply‐chain processes will improve when organisational competencies are tackled by sophisticated learning strategies. Findings Based on previous empirical work on the relationship between management competencies and learning behaviour, the paper seeks to make a contribution by recognising the theoretical contributions relevant to the field. The model proposed is a new approach in understanding the relationship between learning and supply chain management. Originality/value The exploratory nature of the paper will be of significant interest to practitioners in the field.

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