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.
Stored only when both papers are in the corpus — 272 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.