Access the full text.
Sign up today, get DeepDyve free for 14 days.
I. Oakes, Gloria Lee (1999)
Between a rock and a hard place: some dilemmas for smaller component suppliersInternational Journal of Quality & Reliability Management, 16
M. Jelinek (1993)
Managing change for competitive success
G. Hodgson, J. Roberts (1998)
People's century
I. Nonaka (1990)
Redundant, Overlapping Organization: A Japanese Approach to Managing the Innovation ProcessCalifornia Management Review, 32
E.C Nevis, A.J BiBella, J.M Gould
Understanding organizational learning
G.L Lee, I.K. Oakes
Templates for change with supply chain management
J. Mills, A. Neely, K. Platts, H. Richards, M. Gregory (1998)
The manufacturing strategy process: incorporating a learning perspectiveIntegrated Manufacturing Systems, 9
Dorothy Leonard-Barton (2000)
The Factory as a Learning Laboratory
Eric Tsang (1997)
Organizational Learning and the Learning Organization: A Dichotomy Between Descriptive and Prescriptive ResearchHuman Relations, 50
I. Nonaka
Redundant, overlapping organization: a Japanese approach
P. Adler, B. Borys (1996)
Two Types of Bureaucracy: Enabling and CoerciveAdministrative Science Quarterly, 41
P. Kidd (1994)
Agile Manufacturing: Forging New Frontiers
D. Limerick, R. Passfield, B. Cunnington (1994)
Transformational Change: Towards an Action Learning OrganizationThe Learning Organization, 1
D Wilson
The Global Automotive Components Report – A Strategic Review of Markets and Players
Y. Monden (1993)
Toyota Production System: An Integrated Approach to Just-In-Time
(1996)
Leading learning organizations
J.P Womack, D.T Jones, D. Roos
The Machine that Changed the World
H. Katayama, D. Bennett (1999)
Agility, adaptability and leanness: A comparison of concepts and a study of practiceInternational Journal of Production Economics, 60
P Senge
The leaders’ new work: building learning organisations
R. Lamming
Beyond Partnership
R. Revans (1982)
The Origins and Growth of Action Learning
Steve Brown (2001)
Managing process technology - further empirical evidence from manufacturing plantsTechnovation, 21
(1996)
Learning and development in European companies", Conference on Small and Medium Sized Enterprises in a Learning
M Czinkota, I. Ronkainen, M Moffett, E Moynihan
Global Business
A. Dibella (1995)
DEVELOPING LEARNING ORGANIZATIONS: A MATTER OF PERSPECTIVE., 1995
Timothy Baldwin, Camden Danielson, William Wiggenhorn (1997)
The evolution of learning strategies in organizations: From employee development to business redefinitionAcademy of Management Perspectives, 11
P. Senge (1992)
The Real Message of the Quality Movement: Building Learning OrganizationsJournal for Quality and Participation, 15
M. Tyre, E. Hippel (1997)
Locating Adaptive Learning: The Situated Nature of Adaptive Learning in Organizations
H. Ford, S. Crowther
My Life and Work
(1998)
Worldwide Automotive Components Report, Economist Intelligence Unit, London
(1995)
Lean production practices and manufacturing performance: international comparisons in the auto components industry
B. Tilson
A tidal wave for change – the case of the automotive supply chain in the West Midlands
M.J Tyre, E. Von Hippel
The situated nature of adaptive learning in organizations
J. Bessant, J. Buckingham (1993)
Innovation and Organizational Learning: the Case of Computer‐Aided Production ManagementBritish Journal of Management, 4
B Nyhan
Learning and development in European companies
R. Hayes, S. Wheelwright, K. Clark (1988)
Dynamic Manufacturing: Creating the Learning Organization
P. Senge
Building learning organizations
Ikujiro Nonala, M. Kenney (1991)
Towards a new theory of innovation management: A case study comparing Canon, Inc. and Apple Computer, Inc.Journal of Engineering and Technology Management, 8
W. Powell, K. Koput, Laurel Smith‐Doerr (1996)
Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology.Administrative Science Quarterly, 41
C. Argyris, Donald Schön (1978)
Organizational Learning: A Theory Of Action Perspective
R. Hoek, Harm Weken (1998)
How Modular Production can Contribute to Integration in Inbound and Outbound LogisticsInternational Journal of Logistics-research and Applications, 1
K. Starkey (1996)
How Organizations Learn
M Carraro
Keynote speech
C Whitbread
Worldwide Automotive Components Report
Gloria Lee, I. Oakes (1996)
Templates for change with supply chain rationalizationInternational Journal of Operations & Production Management, 16
Alan Jones, C. Hendry (1994)
The Learning Organization: Adult Learning and Organizational TransformationBritish Journal of Management, 5
R. Marx, M. Zilbovicius, M. Salerno (1997)
The modular consortium in a new VW truck plant in Brazil: new forms of assembler and supplier relationshipIntegrated Manufacturing Systems, 8
I Nonaka
The knowledge‐creating company
(1993)
Beyond Partnership, Prentice-Hall International, Hemel Hempstead
J. Womack, Daniel Jones, D. Roos (1990)
The machine that changed the world : based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile
(1998)
The Global Automotive Components Report - A Strategic Review of Markets and Players, Financial Times Automotive, London
John Macduffie, S. Helper (1997)
Creating Lean Suppliers: Diffusing Lean Production through the Supply ChainCalifornia Management Review, 39
This paper examines the extent to which a learning organisation perspective is attainable in small- to medium-sized manufacturing companies. An audit tool is developed from the literature on organisational learning and recognised processes that lead towards becoming a learning organisation. The paper focuses on the application of the audit tool in three UK automotive component suppliers which are all experiencing pressures for change imposed by the major vehicle manufacturers. The main changes are concerned with tiering of the supply chain and substantial delegation of responsibilities to component suppliers including an increasing emphasis on innovation and continuous improvement. The companies presented in the paper are taken from a research project into the impact of changes in supply chain relationships on the operation of small- and medium-sized manufacturing firms in the West Midlands region of the UK. The ways in which the companies are responding to change are presented together with the results of a self-assessment using the developed audit tool. These results suggest that companies of this type tend to focus on change in those areas that involve least challenge to the established power and authority of management.
International Journal of Operations & Production Management – Emerald Publishing
Published: May 1, 2000
Keywords: Manufacturing; Organizational change; Small‐ to medium‐sized firms
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.