Organizational Learning from Extreme Performance Experience: The Impact of Success and Recovery Experience

Published Online:https://doi.org/10.1287/orsc.1090.0439

References

  • Aiken L. S., West S. G.Multiple Regression: Testing and Interpreting Interactions (1991) (Sage, Newbury Park, CA) Google Scholar
  • Aldrich H., Smelser N. J., Swedberg R. Entrepreneurship. The Handbook of Economic Sociology (2005) (Princeton University Press, Princeton, NJ) 451–477Google Scholar
  • Aldrich H., Ruef M.Organizations Evolving (2006) 2nd ed.(Sage Publications, London) CrossrefGoogle Scholar
  • Argote L.Organizational Learning: Creating, Retaining and Transferring Knowledge (1999) (Kluwer Academic Publishers, Boston) Google Scholar
  • Argote L., Epple D. Learning curves in manufacturing. Science (1990) 247(4945):920–924CrossrefGoogle Scholar
  • Argote L., McEvily B., Reagans R. Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Sci. (2003) 49(4):571–582LinkGoogle Scholar
  • Audia P. G., Locke E. A., Smith K. G. The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Acad. Management J. (2000) 43(5):837–853CrossrefGoogle Scholar
  • Baker T., Nelson R. E. Creating something from nothing: Resource construction through entrepreneurial bricolage. Admin. Sci. Quart. (2005) 50:329–366CrossrefGoogle Scholar
  • Baker T., Miner A. S., Eesley D. T. Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Res. Policy (2002) 1437:1–22Google Scholar
  • Barr P. S., Stimpert J. L., Huff A. S. Cognitive change, strategic action, and organizational renewal. Strategic Management J. (1992) 13:15–36CrossrefGoogle Scholar
  • Baum J. A. C., Clegg S. R., Hardy C., Nord W. R. Organizational ecology. Handbook of Organization Studies (1996) (Sage, London) 77–114Google Scholar
  • Baum J. A. C., Dahlin K. B. Aspiration performance and railroads' patterns of learning from train wrecks and crashes. Organ. Sci. (2007) 18(3):368–385LinkGoogle Scholar
  • Baum J. A. C., Ingram P. Survival-enhancing learning in the Manhattan hotel industry, 1898–1980. Management Sci. (1998) 44:996–1016LinkGoogle Scholar
  • Baum J. A. C., Rowley T. J., Shipilov A. V., Chuang Y.-T. Dancing with strangers: Aspiration performance and the search for underwriting syndicate partners. Admin. Sci. Quart. (2005) 50(4):536–575CrossrefGoogle Scholar
  • Blossfeld H.-P., Rohwer G.Techniques of Event History Modeling (2002) 2nd ed.(Lawrence Erlbaum Associates, Mahwah, NJ) Google Scholar
  • Cameron A. C., Trivedi P. K.Microeconometrics: Methods and Applications (2005) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Chuang Y.-T., Baum J. A. C. It's all in the name: Failure-induced learning by multiunit chains. Admin. Sci. Quart. (2003) 48(1):33–59CrossrefGoogle Scholar
  • Cleves M. A., Gould W. W., Gutierrez R. G.An Introduction to Survival Analysis Using Stata (2002) (Stata Press, College Station, TX) Google Scholar
  • Cohen J., Cohen P.Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences (1983) 2nd ed.(Lawrence Erlbaum Associates, Mahwah, NJ) Google Scholar
  • Cohen W. M., Levinthal D. A. Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35(1):128–152CrossrefGoogle Scholar
  • Cooper A. C., Woo C. Y., Dunkelberg W. C. Entrepreneurs perceived chances for success. J. Bus. Venturing (1988) 3(2):97–108CrossrefGoogle Scholar
  • Curry T. J., Fissel G. S., Elmer P. J. Regulator use of market data to improve the identification of bank financial distress. (2001) . Working paper, Federal Deposit Insurance Corporation, Washington, DCGoogle Scholar
  • Cyert R., March J. G.A Behavioral Theory of the Firm (1992) 2nd ed.(Blackwell Publishing, Oxford, UK) Google Scholar
  • Denrell J. Vicarious learning, undersampling of failure, and the myths of management. Organ. Sci. (2003) 14(3):227–243LinkGoogle Scholar
  • Denrell J. Should we be impressed with high performance? J. Management Inquiry (2005) 14(3):292–298CrossrefGoogle Scholar
  • Denrell J., Fang C., Levinthal D. A. From T-Mazes to labyrinths: Learning from model-based feedback. Management Sci. (2004) 50(10):1366–1378LinkGoogle Scholar
  • DeYoung R. Birth, growth, and life or death of newly chartered banks. Federal Reserve Bank Chicago Econom. Perspectives (1999) 23(3):18–35Google Scholar
  • DeYoung R. De novo bank exit. J. Money Credit Banking (2003) 35(5):711–728CrossrefGoogle Scholar
  • DeYoung R., Hasan I. The performance of de novo commercial banks: A profit efficiency approach. J. Banking Finance (1998) 22:565–587CrossrefGoogle Scholar
  • Dietrich J. K., James C. Regulation and the determination of bank capital changes—A note. J. Finance (1983) 38(5):1651–1658CrossrefGoogle Scholar
  • Eisenhardt K. M., Schoonhoven C. B. Organizational growth: Linking founding team, strategy, environment, and growth among U.S. semiconductor ventures, 1978–1988. Admin. Sci. Quart. (1990) 35(3):504–529CrossrefGoogle Scholar
  • FDIC (Federal Deposit Insurance Corporation)Histories of the Eighties: Lessons for the Future (1997) (Federal Deposit Insurance Corporation, Washington, DC) Google Scholar
  • Feldman M. S.Order Without Design: Information Production and Policy Making (1989) (Stanford University Press, Stanford, CA) Google Scholar
  • Fiske S. T., Taylor S. E.Social Cognition (1991) 2nd ed.(McGraw-Hill, New York) CrossrefGoogle Scholar
  • Freund J., Curry T., Hirsch P., Kelly T. Commercial real estate and the banking crises of the 1980s and early 1990s. History of the Eighties: Lessons for the Future: An Examination of the Banking Crises of the 1980s and Early 1990s (1997) (Federal Deposit Insurance Corporation, Washington, DC) 137–165Google Scholar
  • Gavetti G., Levinthal D. A. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45:113–137CrossrefGoogle Scholar
  • Gong Y., Baker T., Miner A. S. Failures of entrepreneurial learning in knowledge-based startups. Frontiers of Entrepreneurship Research (2006) (Babson College, Wellesley, MA) Google Scholar
  • Greene W. H.Econometric Analysis (2003) 5th ed.(Prentice Hall, Upper Saddle River, NJ) Google Scholar
  • Greve H. R. Performance, aspirations, and risky organizational change. Admin. Sci. Quart. (1998) 43(1):58–86CrossrefGoogle Scholar
  • Greve H. R. A behavioral theory of R&D expenditures and innovations: Evidence from shipbuilding. Acad. Management J. (2003a) 46(6):685–702CrossrefGoogle Scholar
  • Greve H. R.Organizational Learning from Performance Feedback (2003b) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Gunther J. W., Moore R. R. Financial statements and reality: Do troubled banks tell all? Federal Reserve Bank Dallas Econom. Financial Rev. (2000) 2(3):30–35Google Scholar
  • Gupta A. K., Smith K. G., Shalley C. E. The interplay between exploration and exploitation. Acad. Management J. (2006) 49(4):693–706CrossrefGoogle Scholar
  • Haleblian J., Finkelstein S. The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective. Admin. Sci. Quart. (1999) 44:29–56CrossrefGoogle Scholar
  • Haleblian J. J., Kim J.-Y. J., Rajagopalan N. The influence of acquisition experience and performance on acquisition behavior: Evidence from the U.S. commercial banking industry. Acad. Management J. (2006) 49(2):357–370CrossrefGoogle Scholar
  • Hanc G. The banking crises of the 1980s and early 1990s: Summary and implications. History of the Eighties: Lessons for the Future (1997) (Federal Deposit Insurance Corporation, Washington, DC) 3–85Google Scholar
  • Haunschild P. R., Beckman C. M. When interlocks matters?: Alternate sources of information and interlock influence. Admin. Sci. Quart. (1998) 43(4):815–844CrossrefGoogle Scholar
  • Haunschild P. R., Miner A. S. Modes of interorganizational imitation: The effects of outcome salience and uncertainty. Admin. Sci. Quart. (1997) 42:472–500CrossrefGoogle Scholar
  • Haunschild P. R., Rhee M. The role of volition in organizational learning: The case of automotive product recalls. Management Sci. (2004) 50(11):1545–1560LinkGoogle Scholar
  • Haunschild P. R., Sullivan B. N. Learning from complexity: Effects of prior accidents and incidents on airline learning. Admin. Sci. Quart. (2002) 47(4):609–643CrossrefGoogle Scholar
  • Hayward M. L. A. When do firms learn from their acquisition experience? Evidence from 1990–1995. Strategic Management J. (2002) 23(1):21–39CrossrefGoogle Scholar
  • Hebeka M.Industry Surveys: Banking (2005) (Standard & Poor's, New York) Google Scholar
  • Huber G. Organizational learning: The contributing processes and the literatures. Organ. Sci. (1991) 2(1):88–115LinkGoogle Scholar
  • Hunter W. C., Srinivasan A. Determinants of de novo bank performance. Federal Reserve Bank Atlanta Econom. Rev. (1990) 75:14–25Google Scholar
  • IDC Financial PublishingBank Financial Quarterly (2002) (IDC Financial Publishing, Hartland, WI) Google Scholar
  • Ingram P., Baum J. A. C. Opportunity and constraint: Organizations' learning from the operating and competitive experience of industries. Strategic Management J. (1997) 18:75–98CrossrefGoogle Scholar
  • Kim J.-Y. J., Finkelstein S. The effects of strategic and market complementarity on acquisition performance: Evidence from the U.S. commercial banking industry, 1989–2001. Strategic Management J. (2009) 30(6):617–646CrossrefGoogle Scholar
  • Kim J.-Y. J., Miner A. S. Vicarious learning from the failures and near-failures of others: Evidence from the U.S. commercial banking industry. Acad. Management J. (2007) 50(3):687–714CrossrefGoogle Scholar
  • Klepper S. The capabilities of new firms and the evolution of the U.S. automobile industry. Indust. Corporate Change (2002) 11(4):645–666CrossrefGoogle Scholar
  • Kraatz M. S. Learning by association? Interorganizational networks and adaptation to environmental change. Acad. Management J. (1998) 41(6):621–643CrossrefGoogle Scholar
  • Kunda Z.Social Cognition: Making Sense of People (1999) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Lant T. K., Mezias S. J. An organizational learning model of convergence and reorientation. Organ. Sci. (1992) 3(1):47–71LinkGoogle Scholar
  • Lant T. K., Montgomery D. B. Learning from strategic success and failure. J. Bus. Res. (1987) 15(6):503–517CrossrefGoogle Scholar
  • Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112CrossrefGoogle Scholar
  • Levinthal D., Rerup C. Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organ. Sci. (2006) 17(4):502–513LinkGoogle Scholar
  • Levitt B., March J. G. Organizational learning. Annual Rev. Sociology (1988) 14:319–340CrossrefGoogle Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • March J. G., Miner A. S., Anderson P. Prelude. Adv. Strategic Management (1999a) (JAI Press, Stamford, CT) xi–xiiiGoogle Scholar
  • March J. G.The Pursuit of Organizational Intelligence (1999b) (Blackwell Business, Malden, MA) Google Scholar
  • March J. G., Olsen J.Ambiguity and Choice in Organizations (1976) (Universitetsforlaget, Bergen, Norway) Google Scholar
  • March J. G., Simon H. A.Organizations (1958) (Wiley, New York) Google Scholar
  • March J. G., Sproull L. S., Tamuz M. Learning from samples of one or fewer. Organ. Sci. (1991) 2(1):1–13LinkGoogle Scholar
  • Meyer A. P., Vaughan M. D., Kaufman G. The role of a CAMEL downgrade model in bank surveillance. Bank Fragility and Regulation: Evidence from Different Countries (2000) (JAI/Elsevier Press, New York) . Part IIIGoogle Scholar
  • Mezias S. J., Glynn M. A. The three faces of corporate renewal: Institution, revolution, and evolution. Strategic Management J. (1993) 14(2):77–101CrossrefGoogle Scholar
  • Miller D. T., Ross M. Self-serving biases in the attribution of causality: Fact or fiction? Psych. Bull. (1975) 82:213–225CrossrefGoogle Scholar
  • Miner A. S., Mezias S. J. Ugly duckling no more: Pasts and futures of organizational learning research. Organ. Sci. (1996) 7(1):88–99LinkGoogle Scholar
  • Miner A. S., Bassoff P., Moorman C. Organizational improvisation and learning: A field study. Admin. Sci. Quart. (2001) 46(2):304–337CrossrefGoogle Scholar
  • Miner A. S., Kim J.-Y. J., Holzinger I. W., Haunschild P. R., Miner A. S., Anderson P. Fruits of failure: Organizational failure and population-level learning. Adv. Strategic Management (1999) (JAI Press, Stamford) 187–220Google Scholar
  • Minniti M., Bygrave W. A dynamic model of entrepreneurial learning. Entrepreneurship Theory Practice (2001) 25(3):5–16CrossrefGoogle Scholar
  • Minsky M. L.The Emotion Machine: Commonsense Thinking, Artificial Intelligence, and the Future of the Human Mind (2006) (Simon & Schuster, New York) Google Scholar
  • Moorman C., Miner A. S. The impact of organizational memory on new product performance and creativity. J. Marketing Res. (1997) 34:91–106CrossrefGoogle Scholar
  • Morris M. W., Moore P. C. The lessons we (don't) learn: Counterfactual thinking and organizational accountability after a close call. Admin. Sci. Quart. (2000) 45:737–765CrossrefGoogle Scholar
  • Ocasio W. The enactment of economic adversity: A reconciliation of theories of failure-induced change and threat-rigidity. Res. Organ. Behav. (1995) 17:287–331Google Scholar
  • Ocasio W. Towards an attention-based view of the firm. Strategic Management J. (1997) 18:187–206CrossrefGoogle Scholar
  • Office of Inspector General Consideration of safety and soundness examination results and other relevant information in the FDIC's risk-related premium system. (2006) . Report 06-008, U.S. Department of Health and Human Services, Washington, DCGoogle Scholar
  • Ruef M. Strong ties, weak ties and islands: Structural and cultural predictors of organizational innovation. Indust. Corporate Change (2002) 11(3):427–449CrossrefGoogle Scholar
  • Ruef M., Aldrich H. E., Carter N. M. The structure of founding teams: Homophily, strong ties, and isolation among U.S. entrepreneur. Amer. Sociol. Rev. (2003) 68(2):195–222CrossrefGoogle Scholar
  • Schilling M. A., Vidal P., Ployhart R. E., Marangoni A. Learning by doing something else: Variation, relatedness, and the learning curve. Management Sci. (2003) 49(1):39–56LinkGoogle Scholar
  • Schoonhoven C. B., Romanelli E.The Entrepreneurship Dynamic: Origins of Entrepreneurship and the Evolution of Industries (2001) (Stanford University Press, Stanford, CA) Google Scholar
  • Schulz M., Baum J. A. C. Organizational learning. The Blackwell Companion to Organizations (2002) (Blackwell Publishers, Oxford, UK) 415–441Google Scholar
  • Schwab A. Incremental organizational learning from multilevel information sources: Evidence for cross-level interactions. Organ. Sci. (2007) 18(2):233–251LinkGoogle Scholar
  • Schwab A., Miner A. S. Learning in hybrid-project systems: The effects of project performance on repeated collaboration. Acad. Management J. (2008) 51(6):1117–1149CrossrefGoogle Scholar
  • Shane S. Prior knowledge and the discovery of entrepreneurial opportunities. Organ. Sci. (2000) 11(4):448–469LinkGoogle Scholar
  • Simon H. A.Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations (1997) 4th ed.(Free Press, New York) Google Scholar
  • Sitkin S., Staw B. M., Cummings L. L. Learning through failure: The strategy of small losses. Research in Organizational Behavior (1992) (JAI Press, Greenwich, CT) 231–266Google Scholar
  • Sternberg R. J.Cognitive Psychology (2003) 3rd ed.(Thomson/Wadsworth, Belmont, CA) Google Scholar
  • Taylor A., Greve H. R. Superman or the fantastic four? Knowledge combination and experience in innovative teams. Acad. Management J. (2006) 49(4):723–740CrossrefGoogle Scholar
  • Thornhill S., Amit R. Learning about failure: Bankruptcy, firm age, and the resource-based view. Organ. Sci. (2003) 14(5):497–509LinkGoogle Scholar
  • Tversky A., Kahneman D. Judgment under uncertainty. Science (1974) 185:1124–1131CrossrefGoogle Scholar
  • Van de Ven A. H., Polley D. Learning while innovating. Organ. Sci. (1992) 3(1):92–116LinkGoogle Scholar
  • Walsh J. P., Ungson G. R. Organizational memory. Acad. Management Rev. (1991) 16(1):57–91CrossrefGoogle Scholar
  • Weesie J. Analysis of the turning point of a quadratic specification. Stata Tech. Bull. (2001) 60:18–20Google Scholar
  • Weiner B.An Attributional Theory of Motivation and Emotion (1986) (Springer-Verlag, New York) CrossrefGoogle Scholar
  • Wiseman R. M., Bromiley P. Toward a model of risk in declining organizations: An empirical examination of risk, performance and decline. Organ. Sci. (1996) 7(5):524–543LinkGoogle Scholar
  • Yamaguchi K.Event History Analysis (1991) (Sage Publications, Newbury Park, CA) Google Scholar
  • Zollo M., Winter S. G. Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. (2002) 13(3):339–351LinkGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.