Knowledge transfer between supply chain partners: A conceptual model

Qile He, Abby Ghobadian, David Gallear, Amrik Sohal

Research output: Contribution to journalArticle

8 Citations (Scopus)

Abstract

The opportunity to learn more effective practices from firms operating within a strategic supply chain partnership is viewed as critical to enhanced competitiveness. Despite the perceived importance of knowledge transfer in a strategic supply chain partnership there is a paucity of conceptual models depicting the variables that have an impact on transfer effectiveness. This paper presents such a model and discusses how the variables are inter-related, through systematically reviewing the literature. The model development process involved both induction and deduction. The authors contend that the proposed model contributes to the developing literature and is of relevance to both researchers and practitioners.
Original languageEnglish
Pages (from-to)231-262
Number of pages31
JournalInternational Journal of Process Management and Benchmarking
Volume1
Issue number3
DOIs
Publication statusPublished - 2006

Fingerprint

Supply chain
Knowledge transfer
Conceptual model
Competitiveness
Reviewing
Induction
Development process
Model development
Deduction

Keywords

  • knowledge
  • knowledge transfer
  • supply chains
  • partnerships
  • buyer-supplier partnerships
  • process management

Cite this

Knowledge transfer between supply chain partners: A conceptual model. / He, Qile; Ghobadian, Abby; Gallear, David; Sohal, Amrik.

In: International Journal of Process Management and Benchmarking, Vol. 1, No. 3, 2006, p. 231-262.

Research output: Contribution to journalArticle

He, Qile ; Ghobadian, Abby ; Gallear, David ; Sohal, Amrik. / Knowledge transfer between supply chain partners: A conceptual model. In: International Journal of Process Management and Benchmarking. 2006 ; Vol. 1, No. 3. pp. 231-262.
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