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Volumn 1, Issue 4, 2005, Pages 357-372

Putting supply-chain learning theory into practice: lessons from an Irish case

Author keywords

case study; supply chain learning; third party logistics service providers industry; training and education

Indexed keywords


EID: 52349117052     PISSN: 17411009     EISSN: 17411017     Source Type: Journal    
DOI: 10.1504/IJKL.2005.008357     Document Type: Article
Times cited : (16)

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    • In the current economic and productive contexts, an organisational system capable of learning is a sort of minimum requirement for access to the competitive arena of many sectors, whether traditional or innovative. This requires a continuous investment/commitment over time given the cumulative nature of knowledge, the great speed of the process of change requiring a reaction, which may result in the depletion of cognitive assets acquired in time, the tacit nature of much knowledge (certainly of that containing most potential) which requires appropriate economic effort and organisational solutions to achieve the broadest, swiftest economic exploitation of knowledge (Nonaka and Takeuchi, 1995)
    • In the current economic and productive contexts, an organisational system capable of learning is a sort of minimum requirement for access to the competitive arena of many sectors, whether traditional or innovative. This requires a continuous investment/commitment over time given the cumulative nature of knowledge, the great speed of the process of change requiring a reaction, which may result in the depletion of cognitive assets acquired in time, the tacit nature of much knowledge (certainly of that containing most potential) which requires appropriate economic effort and organisational solutions to achieve the broadest, swiftest economic exploitation of knowledge (Nonaka and Takeuchi, 1995).


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