Organisational learning capability in SMEs: An empirical development of innovation in the supply chain

Evidence that a company’s innovation performance, Knowledge Management capability, and its corporate and operational performance are inextricably linked has been the focus of numerous academic studies over recent years. Whilst a significant body of research exists focusing on learning at company lev...

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Autores principales:	Andrew Thomas, Peter Dorrington, Filipa Costa, Gareth Loudon, Mark Francis, Ron Fisher
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2017
Materias:	organisational learning capability supply chain innovation Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/fefd55472ece465fa7c29e9db212845b
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spelling	oai:doaj.org-article:fefd55472ece465fa7c29e9db212845b2021-12-02T14:07:31ZOrganisational learning capability in SMEs: An empirical development of innovation in the supply chain2331-197510.1080/23311975.2017.1364057https://doaj.org/article/fefd55472ece465fa7c29e9db212845b2017-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2017.1364057https://doaj.org/toc/2331-1975Evidence that a company’s innovation performance, Knowledge Management capability, and its corporate and operational performance are inextricably linked has been the focus of numerous academic studies over recent years. Whilst a significant body of research exists focusing on learning at company level, little research exists on how supply chains learn and innovate in collaborative working environments. The aim of this paper is to determine the learning and innovation skills that emerged from a collaborative project with new developed supply chain. Its focus is on identifying how each organisation within the supply chain developed its Organisational Learning Capability (OLC) when the companies were tasked to collaborate and develop a new and innovative product. The companies had not previously worked with each other and so the project monitored the level of collaborative activity as well as innovative output from the collaboration. The results suggest that improved organistional learning capabilities led to increased levels of organisational innovation as well as improved supply chain collaboration. The paper concludes with the development of a Supply Chain Organisational Learning and Innovation Framework (SCOLIF) and the identification of a number of cultural dimensions which are considered useful for managers and engineers to consider when implementing innovation projects.Andrew ThomasPeter DorringtonFilipa CostaGareth LoudonMark FrancisRon FisherTaylor & Francis Grouparticleorganisational learning capabilitysupply chaininnovationBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 4, Iss 1 (2017)
institution	DOAJ
collection	DOAJ
language	EN
topic	organisational learning capability supply chain innovation Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	organisational learning capability supply chain innovation Business HF5001-6182 Management. Industrial management HD28-70 Andrew Thomas Peter Dorrington Filipa Costa Gareth Loudon Mark Francis Ron Fisher Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
description	Evidence that a company’s innovation performance, Knowledge Management capability, and its corporate and operational performance are inextricably linked has been the focus of numerous academic studies over recent years. Whilst a significant body of research exists focusing on learning at company level, little research exists on how supply chains learn and innovate in collaborative working environments. The aim of this paper is to determine the learning and innovation skills that emerged from a collaborative project with new developed supply chain. Its focus is on identifying how each organisation within the supply chain developed its Organisational Learning Capability (OLC) when the companies were tasked to collaborate and develop a new and innovative product. The companies had not previously worked with each other and so the project monitored the level of collaborative activity as well as innovative output from the collaboration. The results suggest that improved organistional learning capabilities led to increased levels of organisational innovation as well as improved supply chain collaboration. The paper concludes with the development of a Supply Chain Organisational Learning and Innovation Framework (SCOLIF) and the identification of a number of cultural dimensions which are considered useful for managers and engineers to consider when implementing innovation projects.
format	article
author	Andrew Thomas Peter Dorrington Filipa Costa Gareth Loudon Mark Francis Ron Fisher
author_facet	Andrew Thomas Peter Dorrington Filipa Costa Gareth Loudon Mark Francis Ron Fisher
author_sort	Andrew Thomas
title	Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
title_short	Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
title_full	Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
title_fullStr	Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
title_full_unstemmed	Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
title_sort	organisational learning capability in smes: an empirical development of innovation in the supply chain
publisher	Taylor & Francis Group
publishDate	2017
url	https://doaj.org/article/fefd55472ece465fa7c29e9db212845b
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Organisational learning capability in SMEs: An empirical development of innovation in the supply chain

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