Collaborative Strategic Improvement through Network Action Learning
Show Less

Collaborative Strategic Improvement through Network Action Learning

The Path to Sustainability

Paul Coughlan and David Coghlan

Improvement is fundamental to the competitiveness of networks and requires the participating firms to collaborate in identifying and introducing changes. This book presents collaborative strategic improvement as a cycle of activities in which firms in a network can engage together. Drawing on actual cases, authors link this cycle with disciplined action learning as a means of building upon experience generated through collaborative action. They describe how a network can learn from experience and deploy that learning in the marketplace.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 9: Realizing Sustainable Strategic Improvement

Paul Coughlan and David Coghlan


In today’s world, collaboration between countries and firms forms a basis for sustainable growth and development. The economic, social and political systems in their respective ways facilitate the shift from competing to collaborating entities. Firms, as members of supply chains or networks, have the opportunity to collaborate with others in the system. Some of these collaborators may be closer to end users, others closer to primary materials producers. Each holds the potential to generate value on an individual, bilateral or even multilateral basis. Yet, in the current economic context, engaging collaboratively with others in their supply network, however promising, faces obstacles, not least in the capacity to learn from collective and collaborative experience. At the same time there has been a growing awareness of the centrality of learning in this global world where much change is discontinuous. For those who have the patience or capacity to learn, there is opportunity in all transactions characteristic of routine business. To create the conditions for such learning and to capture the insights for later application is difficult when dealing within a single firm. However difficult, though, the challenge increases when seeking learning opportunities in a disciplined way in a network context. Yet, that is what firms must do if they are to collaborate in order to locate competitiveness. This book is set in the context of the EME, a strategic network formed to compete and to grow sustainably. In Chapter 2, we framed the challenge in realizing this strategic objective in terms of...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.