ABSTRACT
This chapter presents additional insight and understanding into the impact of organisational learning and change, using offsite manufacturing (OSM) as the main focus. It addresses some of the issues arising from this by exploring how organisational learning and change are related to OSM. The chapter investigates the practices of OSM learning, for the purposes of clarity, the term ‘organisational learning’ is adopted as the core concept. In order to frame organisational learning within the context of project-based production processes like OSM, the framework proposed by A. Davies and T. Brady on organisational capabilities and learning in complex product systems is useful to explore. Organisational learning has been widely acknowledged as a key mechanism for companies to successfully adapt to changing environments; adjust under uncertain conditions; and increase efficiency The role of repetitions is central for developing organisational learning processes. Likewise, repetition which do add value should be identified and where possible transformed into best practice.
