Inter-partner learning in global supply chains: lessons from NOVO Nordisk |
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| Affiliation: | 1. The Aarhus School of Business, Department of International Business, Fuglsangs Allen 4, 8220 Aarhus V, Denmark;2. Southern Danish Business School, Department of Management, 6000 Kolding, Denmark;1. Digestive Surgery Division, Department of Gastroenterology, University of Sao Paulo School of Medicine – USP Brazil, Av. Dr. Enéas de Aguiar 255 – 9° andar 05403-000, São Paulo, SP, Brazil;2. Department of General Surgery and Surgical Oncology, University of Siena, Via Banchi di Sotto, 55, 53100 Siena, SI, Italy;1. Department of Environmental Engineering, Kyoto University, Kyoto-Daigaku-Katsura, Nishikyo-ku, Kyoto 6158540, Japan;2. Recycling Research Team, Materials and Resources Research Group, Public Works Research Institute, 1-6 Minamihara, Tsukuba, Ibaraki 305-8516, Japan;3. Tokyo Engineering Consultants Co., Ltd., 3-7-1, Kasumigaseki, Chiyoda-ku, Tokyo 100-0013, Japan;1. Dipartimento di Scienze Chirurgiche, Radiologiche e Odontostomatologiche, Nuova Facoltà di Medicina e Chirurgia, Sant’Andrea delle Fratte, Perugia 06132, Italy;2. Oncologia Medica, Ospedale Santa Maria della Misericordia, Sant’Andrea delle Fratte, Perugia 06132, Italy;1. Department of General Practice and Primary Health Care, University of Helsinki, Helsinki, Finland;2. University of Helsinki, Clinicum, and Helsinki University Hospital, Helsinki, Finland;3. University of Oulu, Center for Life Course Health Research, Oulu, Finland;4. Helsinki City, Department of Social Services and Health Care, Developmental and Operational Support, Finland |
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| Abstract: | The interdependent forces of global competition and technological development have fundamentally changed the way in which firms define the boundaries of their own activities and those that are left to subcontractors. Joint skill development and inter-partner learning have become important in the global sourcing policies of firms. The purpose of the present paper is to develop a conceptual model for understanding inter-partner learning processes in international subcontractor relationships. We see this as a process of developing shared skills. Furthermore, we demonstrate how inter-partner diversity impedes this process. Because of a lack of previous research in this area, a reconstructive approach is taken, which involves extending the conceptual framework through a case study. |
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