B&Q Case Study

3697 Words Apr 25th, 2013 15 Pages
Contents Executive Summary 3 1. TASK ONE 4 1.1 Introduction 4 1.2 Possession and practice 4 3.3 B&Q case 5 3. TASK TWO 8 3.1 Introduction 8 3.2 Time distance 9 3.3 Technological distance 10 3.4 Social distance 10 3.5 Cultural distance 11 4. Bibliography 13

Executive Summary
In a modernized and globalized world, knowledge creation and synergization of knowledge in an organization is truly crucial. As data and information are readily available, and information communication technology (ICT) has highly advanced, organizations such as B&Q need to understand how knowledge creation can assist to improve internal and external processes and also encourage innovation.

In task one, the aim is to
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3.3 B&Q case
B&Q plc works with many vendors such as Kingfisher Asia (KAL) who supply products to B&Q. Hence to manage their vendors and ensure processes and procedures are followed, B&Q come up with code of conduct (B&Q Operational Standards for Supply Chains) for all their vendors. The code of conduct is based on the international labour and envirnmental standards set by the International Labour Organisation (ILO) Conventions which factories and worksites of all vendors throughout the world need to comply to.

In summary, vendors need to let B&Q have full visibility of the enitre supply chain and fulfill and obey the code of conduct criteria at all facilities. Any failure to meet the nine Critical Failure Points (CFPs) will result in B&Q not buying or purchasing their products.

Through this code of conduct, we can deduce that B&Q adopts a possession of knowledge rather than practice of knowledge. B&Q receives knowledge about labour and environmental guidelines from ILO conventions and uses the basic context to write down or capture in an information technology (IT) system which is then made available as an organizational resource – B&Q Operational Standards for Supply Chains. This is in contrast of having a group discussion with the vendors and seeking their opinions and views on how to create a better working environment for the workers (practice of knowledge).
For example, Baer (1987) and Abbott (1988) explained

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