Sandra G.L. Schruijer, Tharsi C.B. Taillieu, Leopold S. Vansina and Petru L. Curșeu
The purpose of this paper is to introduce the authors’ action research praxis regarding the development of collaborative relations between organizations that incorporates an…
Abstract
Purpose
The purpose of this paper is to introduce the authors’ action research praxis regarding the development of collaborative relations between organizations that incorporates an element of play. Based on transitional change thinking, the authors use play and simulation, creating a naturalistic setting, and provide spacing for relational dynamics to unfold so as to learn from these.
Design/methodology/approach
The perspective taken in this paper draws on organizational psychology, systems psychodynamics and organization development.
Findings
One workshop is described in detail, namely, “The Yacht Club.”
Originality/value
The rationale for and design of workshops that provide transitional space for experiencing, researching and learning about interorganizational dynamics as a valuable alternative to positivist experimentation are described.
Details
Keywords
Frank Lambrechts, Tharsi Taillieu, Styn Grieten and Johan Poisquet
The purpose of this paper is to build a conceptual framework for understanding how in‐depth joint supply chain learning can be successfully developed. This kind of learning is…
Abstract
Purpose
The purpose of this paper is to build a conceptual framework for understanding how in‐depth joint supply chain learning can be successfully developed. This kind of learning is becoming increasingly important in highly turbulent and uncertain economic environments of new and growing interdependencies and complexities.
Design/methodology/approach
Using a “synthesizing” or “bricolage” approach, key insights, now dispersed over a variety of literatures and disciplines, are integrated to develop the framework.
Findings
The leading facilitative actor's orientations, competencies and behavior play a significant role in enhancing the relationships between the supply chain actors shaping in‐depth joint learning. Starting with establishing interaction boundary conditions by the leading actor, this process is likely to lead to system‐level generative outcomes. These outcomes, in turn, serve the process cycle of in‐depth joint learning as inputs for the relationship building process among all the actors.
Research limitations/implications
By centering on the actual shaping of in‐depth joint learning, and the concrete enactment of roles by protagonists enhancing this process, the paper has opened the black box. Future research should refine the framework.
Practical implications
Apart from giving insight into the repertoire of relational competencies and behaviors needed to enhance the relationship building process conducive to in‐depth joint learning, the paper addresses how these skills can be developed in practice and education.
Originality/value
The paper identifies several implications for research, practice, and education. Instead of focusing predominantly on the content, procedure, levers, or outcomes of learning, the relational construction of the learning process itself is clarified.
Details
Keywords
Frank Lambrechts, Tharsi Taillieu and Koen Sips
The purpose of this paper is to profile the way in which Volvo Cars Gent (VCG) Belgium and its suppliers succeed in managing their interdependencies on HRM issues through a shared…
Abstract
Purpose
The purpose of this paper is to profile the way in which Volvo Cars Gent (VCG) Belgium and its suppliers succeed in managing their interdependencies on HRM issues through a shared HRM collaborative, called the Suppliers Team Volvo Cars HRM forum (STVC‐HRM).
Design/methodology/approach
A case study approach is used to develop understanding of the critical factors that contribute to the forum's success.
Findings
It was found that the critical success factors concern the way STVC‐HRM members enacted trust, common ground, leadership, shared responsibility, and representative‐constituency dynamics.
Research limitations/implications
To understand the Toyota system of successful collaboration and learning with suppliers, it is necessary to look into the actual assembler‐supplier relationships and practices developed.
Practical implications
Building lasting manufacturer‐supplier relationships is considered to be one of the elements that contribute to Toyota's competitive advantage in supply chain management. However, other organisations struggle to improve manufacturer‐supplier relationships despite applying seemingly similar principles. The paper helps in recognising and managing the main collaboration issues at hand.
Originality/value
The work suggests how to build and maintain deep mutually beneficial manufacturer‐supplier relationships through the VCG‐suppliers case. Other organisations that want to develop those much‐needed relationships may learn from the successful VCG‐suppliers way of doing things.