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Relationship governance and learning Learning in partnerships This study approaches relationship learning by applying organizational learning theory Since learning is context-dependent it needs to be studied in both partnerships and networks. The argument is that the level of organizational integration, e.g. trust, between the organizational members affects learning and, thus, learning is different in teams than it is in inter-organizational networks or partnerships. Previous literature provides various definitions of relationship learning. The present study defines the relationship learning [...] a joint activity between a supplier and a customer in which the two parties share information, which is then jointly interpreted and integrated into a shared relationship-domain - specific memory This definition of relationship learning underlines knowledge sharing, shared interpretation and the development of activities in a partnership alongside other definitions

This research contributes to the current knowledge of partnerships by increasing understanding about the impact of relationship governance structures on learning in partnerships, which previous literature contends to be an important research gap Indeed, the research on relationship governance has neglected the relationship learning view, while the scholars focusing on relationship learning have overlooked the governance viewpoint. This paper addresses the research gap by combining these literature streams into a coherent research model that explains how different combinations of relationship governance mechanisms (price, hierarchical, and social) have an impact on relationship learning. This study will also contribute by increasing our knowledge as to how supply chain partnerships should be governed in order to facilitate learning. While a vast amount of previous literature contends that learning requires trust the present paper intends to study whether learning can be enhanced by combining trust (a social mechanism), relationship management (a hierarchical mechanism), and competition between the suppliers (a price mechanism;

The imperfect nature of industrial markets favors the use of more sophisticated mechanisms of relationship governance than mere competitive bidding to drive learning and innovation, within partnerships and business networks Competitive bidding cannot foster learning, when supplier switching times are long. Thus, in partnerships, competition or, in particular, competitive bidding is inefficient in terms of learning Therefore, the interplay between price, hierarchical, and social governance mechanisms is particularly interesting in partnerships the present study proposes that relationship learning is best facilitated by the simultaneous use of different relationship governance mechanisms and that certain combinations of these mechanisms increase relationship learning more than others do.