Organisational learning and lean supply relationships: the case of Apple Ireland

Abstract

Examines organisational learning in a lean supply arrangement between a multinational buyer and its local suppliers. Looks at how organisations learn and unlearn. Reviews buyer‐seller relationships. Presents a lean supply model that combines the essence of learning and buyer‐seller relationship literature. Uses as a case study the buyer‐seller relationships between the Irish subsidiary Apple Computer and two of its local suppliers. Discusses how the relationships represent co‐existence of competition and co‐operation.