No Firm Is an Island: The Role of Population-Level Actors in Organizational Learning from Failure

Published Online:https://doi.org/10.1287/orsc.2017.1199

References

  • Anderson P (1999) Collective interpretation and collective action in population-level learning: Technology choice in the American cement industry. Miner AS, Anderson P, eds. Population-Level Learning and Industry Change. Advances in Strategic Management, Vol. 16 (JAI Press, Stamford, CT), 277–307.Google Scholar
  • Argote L (1999) Preface. Miner AS, Anderson P, eds. Population-Level Learning and Industry Change. Advances in Strategic Management, Vol. 16 (JAI Press, Stamford, CT), XV–XVII.Google Scholar
  • Barnett A (2010) Cross-national differences in aviation safety records. Transportation Sci. 44(3):322–332.LinkGoogle Scholar
  • Barnett A, Higgins MK (1989) Airline safety: The last decade. Management Sci. 35(1):1–21.LinkGoogle Scholar
  • Baum JA, Dahlin K (2007) Aspiration performance and railroads’ patterns of learning from train wrecks and crashes. Organ. Sci. 18:368–385.LinkGoogle Scholar
  • Baum JA, Li SX, Usher JM (2000) Making the next move: How experiential and vicarious learning shape the locations of chains’ acquisitions. Admin. Sci. Quart. 45(4):766–801.CrossrefGoogle Scholar
  • Bu M, Wagner M (2016) Racing to the bottom and racing to the top: The crucial role of firm characteristics in foreign direct investment choices. J. Internat. Bus. Stud. 47(9):1032–1057.CrossrefGoogle Scholar
  • Campbell JT, Campbell TC, Sirmon DG, Bierman L, Tuggle CS (2012) Shareholder influence over director nomination via proxy access: Implications for agency conflict and stakeholder value. Strategic Management J. 33(12):1431–1451.CrossrefGoogle Scholar
  • Carroll JS, Rudolph JW, Hatakenaka S (2002) Learning from experience in high-hazard organizations. Staw BM, Kramer RM, eds. Research in Organizational Behavior, Vol. 24 (Elsevier, Amsterdam), 87–137.CrossrefGoogle Scholar
  • Costas J, Grey C (2014) Bringing secrecy into the open: Towards a theorization of the social processes of organizational secrecy. Organ. Stud. 35(10):1423–1447.CrossrefGoogle Scholar
  • Cyert RM, March JG (1963) A Behavioral Theory of the Firm (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Deephouse DL, Heugens P (2009) Linking social issues to organizational impact: The role of infomediaries and the infomediary process. J. Bus. Ethics 86(4):541–553.CrossrefGoogle Scholar
  • Denrell J (2003) Vicarious learning, undersampling of failure, and the myths of management. Organ. Sci. 14(3):227–243.LinkGoogle Scholar
  • Edelman LB (1992) Legal ambiguity and symbolic structures—Organizational mediation of civil-rights law. Amer. J. Sociol. 97(6):1531–1576.CrossrefGoogle Scholar
  • Edelman LB, Uggen C, Erlanger HS (1999) The endogeneity of legal regulation: Grievance procedures as rational myth. Amer. J. Sociol. 105(2):406–454.CrossrefGoogle Scholar
  • George G, Schillebeeckx S, Liak T (2015) The management of natural resources: An overview and research agenda. Acad. Management J. 58(6):1595–1613.CrossrefGoogle Scholar
  • Gilad S (2014) Beyond endogeneity: How firms and regulators co-construct the meaning of regulation. Law Policy 36(2):134–164.CrossrefGoogle Scholar
  • Gino F, Krupka EL, Weber RA (2013) License to cheat: Voluntary regulation and ethical behavior. Management Sci. 59(10):2187–2203.LinkGoogle Scholar
  • Gray GC, Silbey SS (2014) Governing inside the organization: Interpreting regulation and compliance. Amer. J. Sociol. 120(1):96–145.CrossrefGoogle Scholar
  • Haunschild PR, Miner AS (1997) Modes of interorganizational imitation: The effects of outcome salience and uncertainty. Admin. Sci. Quart. 42(3):472–500.CrossrefGoogle Scholar
  • Haunschild PR, Rhee M (2004) The role of volition in organizational learning: The case of automotive product recalls. Management Sci. 50(11):1545–1560.LinkGoogle Scholar
  • Haunschild PR, Sullivan B (2002) Learning from complexity: Effects of prior accidents and incidents on airlines’ learning. Admin. Sci. Quart. 47(4):609–643.CrossrefGoogle Scholar
  • Hiatt SR, Park S (2013) Lords of the harvest: Third-party influence and regulatory approval of genetically modified organisms. Acad. Management J. 56(4):923–944.CrossrefGoogle Scholar
  • Hoffman J, Ocasio W (2001) Not all events are attended equally: Toward a middle-range theory of industry attention to external events. Organ. Sci. 12(4):414–434.LinkGoogle Scholar
  • Kassinis G, Vafeas N (2006) Stakeholder pressures and environmental performance. Acad. Management J. 49(1):145–159.CrossrefGoogle Scholar
  • Kim J, Kim J, Miner A (2009) Organizational learning from extreme performance experience: The impact of success and recovery experience. Organ. Sci. 20(6):958–978.LinkGoogle Scholar
  • Kim JY, Miner AS (2007) Vicarious learning from the failures and near-failures of others: Evidence from the U.S. commercial banking industry. Acad. Management J. 50(3):687–714.CrossrefGoogle Scholar
  • Lehman DW, Ramanujam R (2009) Selectivity in organizational rule violations. Acad. Management Rev. 34(4):643–657.CrossrefGoogle Scholar
  • Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(Winter):95–112.CrossrefGoogle Scholar
  • Levitt B, March JG (1988) Organizational learning. Annual Rev. Sociol. 14(August):319–340.CrossrefGoogle Scholar
  • Madsen PM (2009) These lives will not be lost in vain: Organizational learning from disaster in U.S. coal mining. Organ. Sci. 20(5):861–875.LinkGoogle Scholar
  • Madsen PM, Desai V (2010) Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry. Acad. Management J. 53(3):451–476.CrossrefGoogle Scholar
  • March J, Schulz M, Zhou X (2000) The Dynamics of Rules: Change in Written Organizational Codes (Stanford University Press, Palo Alto, CA).CrossrefGoogle Scholar
  • Meyer JW, Rowan B (1977) Institutionalized organizations—Formal-structure as myth and ceremony. Amer. J. Sociol. 83(2):340–363.CrossrefGoogle Scholar
  • Miner AS, Anderson P (1999) Industry and population-level learning: Organizational, interorganizational, and collective learning processes. Miner AS, Anderson P, eds. Population-Level Learning and Industry Change. Advances in Strategic Management, Vol. 16 (JAI Press, Stamford, CT), 1–30.Google Scholar
  • Miner AS, Haunschild P (1995) Population level learning. Cummings L, Staw BM, eds. Research in Organizational Behavior, Vol. 15 (JAI, Greenwich, CT), 115–166.Google Scholar
  • Miner AS, Kim JY, Holzinger IW, Haunschild P (1999) Fruits of failure: Organizational failure and population-level learning. Miner AS, Anderson P, eds. Population-Level Learning and Industry Change. Advances in Strategic Management, Vol. 16 (JAI Press, Stamford, CT), 187–220.Google Scholar
  • Montiel I, Husted BW, Christmann P (2012) Using private management standard certification to reduce information asymmetries in corrupt environments. Strategic Management J. 33(9):1103–1113.CrossrefGoogle Scholar
  • Nigam A, Ocasio W (2010) Event attention, environmental sensemaking, and change in institutional logics: An inductive analysis of the effects of public attention to Clinton’s health care reform initiative. Organ. Sci. 21(4):823–841.LinkGoogle Scholar
  • Ocasio W (1997) Towards an attention-based view of the firm. Strategic Management J. 18(Summer):187–206.CrossrefGoogle Scholar
  • Pisano GP, Bohmer RMJ, Edmondson AC (2001) Organizational differences in rates of learning: Evidence from the adoption of minimally invasive cardiac surgery. Management Sci. 47(6):752–768.LinkGoogle Scholar
  • Polidoro F (2013) The competitive implications of certifications: The effects of scientific and regulatory certifications on entries into new technical fields. Acad. Management J. 56(2):597–627.CrossrefGoogle Scholar
  • Raaijmakers AGM, Vermeulen PAM, Meeus MTH, Zietsma C (2015) I need time! Exploring pathways to compliance under institutional complexity. Acad. Management J. 58(1):85–110.CrossrefGoogle Scholar
  • Rabe-Hesketh S, Skrondal A (2012) Multilevel and Longitudinal Modeling Using Stata (Stata Press, College Station, TX).Google Scholar
  • Rao H, Yue LQ, Ingram P (2011) Laws of attraction: Regulatory arbitrage in the face of activism in right-to-work states. Amer. Sociol. Rev. 76(3):365–385.CrossrefGoogle Scholar
  • Rhee EY, Fiss PC (2014) Framing controversial actions: Regulatory focus, source credibility, and stock market reaction to poison pill adoption. Acad. Management J. 57(6):1734–1758.CrossrefGoogle Scholar
  • Roome N, Wijen F (2006) Stakeholder power and organizational learning in corporate environmental management. Organ. Stud. 27(2):235–263.CrossrefGoogle Scholar
  • Short JL, Toffel MW (2008) Coerced Confessions: Self-policing in the shadow of the regulator. J. Law Econom. Organ. 24(1):45–71.CrossrefGoogle Scholar
  • Srinivasan R, Haunschild P, Grewal R (2007) Vicarious learning in new product introductions in the early years of a converging market. Management Sci. 53(1):16–28.LinkGoogle Scholar
  • Sullivan B (2010) Competition and beyond: Problems and attention allocation in the organizational rulemaking process. Organ. Sci. 12(2):432–450.LinkGoogle Scholar
  • Sundaramurthy C, Lewis M (2003) Control and collaboration: Paradoxes of governance. Acad. Management Rev. 28(3):397–415.CrossrefGoogle Scholar
  • Surroca J, Tribo J, Zahra S (2013) Stakeholder pressure on MNEs and the transfer of socially irresponsible practices to subsidiaries. Acad. Management J. 56(2):549–572.CrossrefGoogle Scholar
  • Terlaak A, Gong Y (2008) Vicarious learning and inferential accuracy in adoption processes. Acad. Management Rev. 33(4):846–868.CrossrefGoogle Scholar
  • U.S. Department of Transportation (2005) OIG Investigation—Alleged cover-up of operational errors at DFW TRACON. Report CC-2004-067, U.S. Department of Transportation, Washington, DC, https://www.oig.dot.gov/sites/default/files/DFW021405_.pdf.Google Scholar
  • Waguespack DM, Sorenson O (2011) The ratings game: Asymmetry in classification. Organ. Sci. 22(3):541–553.LinkGoogle Scholar
  • Wijen F (2014) Means versus ends in opaque institutional fields: Trading off compliance and achievement in sustainability standard adoption. Acad. Management Rev. 39(3):302–323.CrossrefGoogle Scholar
  • Yang HY, Phelps C, Steensma HK (2010) Learning from what others have learned from you: The effects of knowledge spillovers on originating firms. Acad. Management J. 53(2):371–389.CrossrefGoogle Scholar
  • Zietsma C, Winn M, Branzei O, Vertinsky I (2002) The war of the woods: Facilitators and impediments of organizational learning processes. British J. Management 13(S2):S61–S74.CrossrefGoogle 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.