دانلود رایگان مقاله انگلیسی یادگیری سازمانی زنجیره تامین، اکتشاف، بهره برداری، و عملکرد شرکت - الزویر 2018

ABSTRACT

We introduce and empirically test the creation-dispersion model of supply chain organizational learning to align learning orientations in a supply chain context. Our paper seeks to advance the knowledge on supply chain organizational learning by showing that four distinct supply chain learning orientations (team, learning, memory, and systems), previously studied only as a collective, can be parsed strategically. We parse these four learning orientations into creation capacity (team and learning orientations) and dispersion capacity (memory and system orientations). The creation and dispersion capacity can enhance exploration (long-term) and exploitation (short-term) practices respectively in supply chain organizations. We used a survey questionnaire to collect data from 128 respondents belonging to firms of various sizes and different industries. We find that creation capacity is positively associated with exploration and indirectly associated with exploitation through exploration. Dispersion capacity is associated with exploitation and indirectly influences market share and profitability through exploitation. The findings demonstrate that creation and dispersion-based combinations of supply chain learning orientations coalesce to influence exploration and exploitation practices. We discuss the implications for supply chain organizational learning literature.

Conclusions

While supply chain learning orientations, collectively, are beneficial to firms, some combinations of certain learning orientations are more aligned with exploration, others with exploitation. By better understanding the learning orientation required to foster either exploration or exploitation, a manager can better allocate scarce resources. We argue that learning orientations and team orientations develop an organization’s creation capacity, which helps to generate skills and enhance employees’ willingness to explore new opportunities and problem solve more innovatively. On the other hand, memory orientations, which is the storage of knowledge and its dissemination across the organization, and system orientations strengthen dispersion capacity to foster exploitation practices. It is when the explored ideas are implemented in the exploitation stage that firms are able to reap the benefit of newly created approach to solve novel problems. Therefore, exploitation practices enhance firms’ performance directly and indirectly through exploration, indicating that exploration creates value through exploitation to influence firm performance.