Organisational learning and inter‐firm “partnering” in the UK construction industry

Abstract

The paper explores the role of construction industry “partnering” ‐ the development of closer collaborative links between firms ‐ in stimulating organisational learning. Drawing on case studies of partnering relationships involving large clients (British Petroleum, NatWest Bank, McDonald’s, Selfridges, Safeway) and over 40 of their contractors and suppliers, discusses the factors which influence the transfer of knowledge between organisations, the different levels at which learning takes place (e.g. individual, team, organisational) and the extent to which double‐loop learning can be observed.

Citation

Barlow, J. and Jashapara, A. (1998), "Organisational learning and inter‐firm “partnering” in the UK construction industry", The Learning Organization, Vol. 5 No. 2, pp. 86-98. https://doi.org/10.1108/09696479810212051