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

Andrew Thomas Orcid Logo, Peter Dorrington, Filipa Costa, Gareth Loudon, Mark Francis, Ron Fisher

Cogent Business & Management, Volume: 4, Issue: 1, Start page: 1364057

Swansea University Authors: Andrew Thomas Orcid Logo, Peter Dorrington

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DOI (Published version): 10.1080/23311975.2017.1364057

Abstract

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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Published in: Cogent Business & Management
ISSN: 2331-1975
Published: Informa UK Limited 2017
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URI: https://cronfa.swan.ac.uk/Record/cronfa66952
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spelling 2024-09-12T14:56:48.7081120 v2 66952 2024-07-04 Organisational learning capability in SMEs: An empirical development of innovation in the supply chain 13d5ed33bce79c052f678401128e4ca1 0000-0002-1942-7050 Andrew Thomas Andrew Thomas true false d3a8f81f0c9d8676122f844966405ed9 Peter Dorrington Peter Dorrington true false 2024-07-04 CBAE 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. Journal Article Cogent Business &amp; Management 4 1 1364057 Informa UK Limited 2331-1975 organisational learning capability; supply chain; innovation 17 8 2017 2017-08-17 10.1080/23311975.2017.1364057 COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University 2024-09-12T14:56:48.7081120 2024-07-04T14:45:25.8352898 Faculty of Humanities and Social Sciences School of Management - Business Management Andrew Thomas 0000-0002-1942-7050 1 Peter Dorrington 2 Filipa Costa 3 Gareth Loudon 4 Mark Francis 5 Ron Fisher 6 66952__31304__53e0e81f60974315ac0b65390363cece.pdf 66952.VoR.pdf 2024-09-12T14:55:21.3925314 Output 2749283 application/pdf Version of Record true © 2017 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. true eng https://creativecommons.org/licenses/by/4.0/deed.en
title Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
spellingShingle Organisational learning capability in SMEs: An empirical development of innovation in the supply chain
Andrew Thomas
Peter Dorrington
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
author_id_str_mv 13d5ed33bce79c052f678401128e4ca1
d3a8f81f0c9d8676122f844966405ed9
author_id_fullname_str_mv 13d5ed33bce79c052f678401128e4ca1_***_Andrew Thomas
d3a8f81f0c9d8676122f844966405ed9_***_Peter Dorrington
author Andrew Thomas
Peter Dorrington
author2 Andrew Thomas
Peter Dorrington
Filipa Costa
Gareth Loudon
Mark Francis
Ron Fisher
format Journal article
container_title Cogent Business &amp; Management
container_volume 4
container_issue 1
container_start_page 1364057
publishDate 2017
institution Swansea University
issn 2331-1975
doi_str_mv 10.1080/23311975.2017.1364057
publisher Informa UK Limited
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
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.
published_date 2017-08-17T20:45:36Z
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