Performance Implications of Lean in Supply Chains: Exploring the Role of Learning Orientation and Relational Resources

Abstract

The study enhances understanding of the contribution of learning orientation and supply chain partnership resources in building lean capability, and its impact on operational performance. Using the resource-based view, the relational view and organizational learning, the study develops a conceptual model of relationships to empirically understand how a learning culture enables firms to leverage critical cross-firm resources to engender lean. Additionally, the study investigates the mediating influences of partnership resources. Findings from the empirical analysis of survey data from top managers in manufacturing firms support the conventional wisdom relating supply chain collaboration to lean, and its contribution to enhance operational performance. The importance of learning orientation for mobilizing relational resources - essential ingredients for lean capabilities – is a highlight of the study. The results provide a framework for managers to understand the criticality of a learning culture in supply chains to exploit partnership resources to build market-responsive capabilities that give them the competitive edge. Along with the discussion of the implications, the study suggests future research directions.

Keywords: Resource-based view; Relational resources; Learning orientation; Lean; Operational performance