在战略采购单位的组织学习能力和内部客户导向

G.Tomas M Hult , David J Ketchen Jr. , Taco H Reus
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引用次数: 42

摘要

虽然内部顾客导向被认为是满足外部顾客最高质量要求所不可或缺的,但是对于内部顾客导向的前因却知之甚少。与企业的资源基础观(RBV)一致,我们的论点是四个一阶因素(团队导向、系统导向、学习导向和记忆导向)共同有助于以“组织学习能力”(OLC)的形式创造无形的战略资源。反过来,OLC与买方对战略采购单位内部客户的客户导向呈正相关,正如内部战略业务单位(SBU)客户所感知的那样。来自某跨国公司141个战略二元采购单位的内部客户数据证实了这一理论模型。在1994年和1999年的数据中,结果是稳健的,这表明学习为管理重要结果(如内部客户导向程度)提供了一个持久的工具。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Organizational learning capacity and internal customer orientation within strategic sourcing units

Though an internal customer orientation is believed to be indispensable in meeting the highest quality demands of external customers, little is known about the antecedents of internal customer orientation. In line with the resource-based view (RBV) of the firm, our contention is that four first-order factors (team-, systems-, learning-, and memory orientations) collectively contribute to the creation of an intangible strategic resource in the form of “organizational learning capacity” (OLC). OLC, in turn, is positively related to the buyer's customer orientation towards the internal customers in the strategic sourcing unit, as perceived by the internal strategic business unit (SBU) customer. Data from internal customers within 141 strategic dyadic sourcing units in a multinational corporation (MNC) confirm the theoretical model. The results are robust across 1994 and 1999 data, suggesting that learning offers a persistent tool for managing important outcomes such as the degree of internal customer orientation.

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