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作者：Baum, Joel A. C.; Dahlin, Kristina B.
作者单位：University of Toronto
摘要：We link two influential organizational learning models-performance feedback and experiential learning-to advance hypotheses that help explain how organizations' learning from their own and others' experience is conditioned by their aspiration-performance feedback. Our focus is on learning from failure; this kind of learning is essential to organizational learning and adaptation, and a necessary complement to studies of learning from success. Our analysis of U.S. Class I freight railroads' acci...
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作者：Moore, Don A.; Oesch, John M.; Zietsma, Charlene
作者单位：Carnegie Mellon University; University of Toronto; Western University (University of Western Ontario); University Western Ontario Hospital
摘要：This paper documents egocentric biases in market-entry decisions. We demonstrate self-focused explanations for entry decisions made by three groups of participants: actual entrepreneurs (founders), working professionals who considered starting their own firms but did not (nonfounders), and participants in a market-entry experiment. Potential entrants based their decision to enter primarily on evaluations of their own competence (or incompetence) and paid relatively little attention to the stre...
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作者：Park, Kyung Min
作者单位：Yonsei University
摘要：This paper investigates drivers of convergence and divergence in strategic positioning in terms of resource-allocation decisions. The study, based on the behavioral theory of the firm, suggests two unexplored kinked-curve relationships between performance gaps and strategic convergence-divergence. First, the study suggests a negative relationship between a focal firm's performance relative to aspiration levels and strategic convergence-divergence, where the slope is steeper when performance is...
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作者：Gavetti, Giovanni; Rivkin, Jan W.
作者单位：Harvard University
摘要：We develop a perspective on how managers search for a strategy. In the spirit of Cyert and March (1963), we aim for a perspective that reflects the reality of managerial behavior, that respects both the reasoning power of managers and the bounds on their rationality, and that permits organizations to change but within realistic limits. Our perspective employs the variable time to frame the question of strategy's origins in a distinctive way. Over time, the cognitive and physical elements that ...
