Behind the Learning Curve: Linking Learning Activities to Waste Reduction

By M. Lapré, Amit Mukherjee, L. V. Wassenhove. 2000

374 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5e2f913df673568313d57881589009aed4ed4915

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In Management Information Systems

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Citations in the corpus

Exploring the Locus of Profitable Pollution Reduction (2002, background): “Waste prevention requires both conceptual and operational learning (Larpe et al. 2000).”
Practice Makes Perfect: Entrepreneurial-Experience Curves and Venture Performance (2014, background): “Research on experience curves typically measures learning in terms of quality, cost, and speed-related performance outcomes (Dutton and Thomas, 1984; Lapré et al., 2000).”
Unpacking Team Familiarity: The Effects of Geographic Location and Hierarchical Role (2012, background): “Even if knowledge is located, it still must be shared by sender and recipient (Lapre´ et al. 2000).”
Six Sigma: Definition and underlying theory (2008, background): “Viewing Six Sigma through the lens of knowledge management and organizational learning can lead to insights about how to create, retain, and diffuse knowledge using a structured approach (Choo et al., 2007; Lapré et al., 2000).”
Learning by Doing Something Else: Variation, Relatedness, and the Learning Curve (2003, background): “The interaction terms effectively separate the learning curves into those for specialization, related variation, and unrelated variation (for another example of this approach, see Lapre et al. 2000).”
Extending the Horizons: Environmental Excellence as Key to Improving Operations (2006, background): “However, Lapré et al. (2000) describe how a firm’s TQM projects only led to process improvements (and waste reduction) if they led to a better understanding of the process.”
A state-of-the-art review on scheduling with learning effects (2008, background): “However, despite the general acceptance of learning effects some shortcomings are inherent in its traditional functional form (see Lapré et al., 2000, p. 598 or Biskup and Simons, 2004): • The power formula suggests that the decreasing costs per unit are externally given, i.e. are an automatism.”
The role of experience in six sigma project success: An empirical analysis of improvement projects (2012, background): “…time (i.e., learning-by-doing) across a wide variety of business contexts (see, e.g. Adler, 1990; Adler and Clark, 1991; Argote et al., 1990; Darr et al., 1995; Hatch and Mowery, 1998; Ittner et al., 2001; Lapre et al., 2000; Lapre and van Wassenhove, 2001; Thompson, 2010; Upton and Kim, 1998).”
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption (2003, background): “Technological knowledge developed through experimentation thus leads to performance improvement in some plants but not others, in part due to differences in management and interdepartmental relationships (Lapré et al., 2000).”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “Substantive results showed that improvement—in this case waste reduction—occurred in projects characterized by both operational and conceptual learning activities ( Lapre, Mukherjee, & Van Wassenhove, 2000 ).”
Effective strategies for internal outsourcing and offshoring of business services: An empirical investigation (2008, background): “These phenomena have been studied in relation to a variety of business situations such as strategic alliances (Inkpen and Dinur, 1998), mergers and acquisition (Zollo and Winter, 2001) , manufacturing processes (Lapré et al., 2000; Carrillo and Gaimon, 2000) , and more recently to the information te”