Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process

Collaboration in buyer-supplier relationships

THESIS 7969Many authors (e.g. Handfleld and Nichols, 2002, Laseter, 1998, Hartley et al., 1997, Ross, 2003) argue that organisations working closely in collaboration with suppliers can reduce costs, improve quality and shorten lead-times. However, some authors (e.g. Huxham and Vangen, 2005, Kanter, 1994, Nooteboom, 2004) claim that it is difficult to achieve collaboration in inter-organisational relationships. Moreover, ?only a small amount of research explicitly addresses the practice of collaborating? (Huxham and Vangen, 2005: 10). To address this issue, this study examined the subject of collaboration in inter- organisational relationships from several different theoretical backgrounds and disciplines

Evaluating eCollaboration: Toward a Positioning Map for Supply Chain Integration

E-business systems have the potential to transform supply chain relationships into integrated collaborative networks. However many firms are hesitant to adopt e-business systems, and in particular collaborative supply chain initiatives, as the benefits often fail to fulfill the promise. To reduce this anomaly, firms need to realize the successful creation and implementation of a collaborative supply chain system is more complex than other inter-organizational systems (IOS). Decision makers need to evaluate the different options for integrating the supply chain and determine the most appropriate partners. Although previous studies have assessed e-business and IOS, few offer a predictive model that can assist decision makers with the selective deployment of an integrated supply chain system. Based upon previous research and empirical data, the authors have devised a positioning framework for prospective adopters to illustrate the potential impact of a collaborative supply chain system. This framework enables a positioning of current supply chain partners, based upon pre-adoption factors, to identify the potential level of impact achievable. An EU-Funded project, Co-Improve, provided the empirical setting to test this framework. With e-business evaluation still in its infancy, this new framework can assist managers with the complex task of instigating and implementing e-supply chain initiatives.

Cultivating collaborative improvement: an action learning approach

The process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organisational change and interorganisational improvement in practice is 'action learning'. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganisational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise (EME). Based on this experience, a practical learning model is offered to promote and facilitate interorganisational change as part of a collaborative improvement process

Facilitating Collaboration in e-Supply Chain Systems: An Action Learning-Based Approach

constructing long-term collaborative partnerships. Often firms introduce e-enabled systems to integrate strategic suppliers into collaborative networks. But in reality, many of these collaborative supply chain systems have underperformed or been terminated. Often these inter-organisational systems achieve gains in operational performance but fall short of relationship change. However to maximise the potential of an integrated system, participants need to learn ‘the art of collaboration’ with supply chain partners and manage a difficult change process. Achieving a successful implementation requires a formal intervention programme to improve integration in the group by facilitating behavioural as well as technical change. One intervention technique is “action learning”. This approach focuses on learning from experience in a practical organisational context to cultivate behavioural change and collaborative practice. In this paper, the authors identify the key elements of an action learning programme created to promote behavioural change in the implementation of an Internet-based collaborative supply chain system. Based upon empirical data from an EC-Funded Fifth Framework Project, the impact of this formal integration programme is assessed