Organizational learning as a strategic resource in supply management

G.Tomas M Hult, David J Ketchen Jr., Ernest L Nichols Jr.

Journal of Operations Management · 2003 · Volume 21 · Issue 5

DOI: 10.1016/j.jom.2003.02.001

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 oneFortune 500organization’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.

Keywords

Marketing/operations interface, Operation strategy, Supply management

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