Organizational learning as a strategic resource in supply management

被引：194

作者：

Hult, GTA ^{[1
]}

Ketchen, DJ

Nichols, EL

机构：

[1] Michigan State Univ, CIBER, E Lansing, MI 48824 USA

[2] Michigan State Univ, Eli Broad Grad Sch Management, Dept Mkt & Supply Chain Management, E Lansing, MI 48824 USA

[3] Florida State Univ, Coll Business, Tallahassee, FL 32306 USA

[4] FedEx Technol Inst, Ctr Supply Chain Management, Memphis, TN USA

[5] Univ Memphis, Fogelman Coll Business & Econ, Dept Supply Chain & Operat Management, Memphis, TN 38152 USA

来源：

JOURNAL OF OPERATIONS MANAGEMENT | 2003年 / 21卷 / 05期

关键词：

marketing/operations interface; operation strategy; supply management;

D O I：

10.1016/j.jom.2003.02.001

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

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 = 14 1; corporate buyers, n = 115, and external suppliers, n = 5 8). 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. (C) 2003 Elsevier B.V. All rights reserved.

引用

页码：541 / 556

页数：16

共 64 条

[1] A different paradigm for the initial colonisation of Sahul [J].