Learning in Cycles

Published Online:https://doi.org/10.1287/orsc.2018.1239

References

  • Arellano M, Bond S (1991) Some tests of specification for panel data: Monte Carlo evidence and an application to employment equations. Rev. Econom. Stud. 58(2):277–297.CrossrefGoogle Scholar
  • Argote L (2012) Organizational Learning: Creating, Retaining and Transferring Knowledge, 2nd ed. (Springer, New York).Google Scholar
  • Argote L, Epple D (1990) Learning curves in manufacturing. Science 247(4945):920–924.CrossrefGoogle Scholar
  • Argote L, Miron-Spektor E (2011) Organizational learning: From experience to knowledge. Organ. Sci. 22(5):1123–1137.LinkGoogle Scholar
  • Argote L, Beckman SL, Epple D (1990) The persistence and transfer of learning in industrial settings. Management Sci. 36(2):140–154.LinkGoogle Scholar
  • Audia PG, Goncalo JA (2007) Past success and creativity over time: A study of inventors in the hard disk drive industry. Management Sci. 53(1):1–15.LinkGoogle Scholar
  • Baum JAC, Dahlin KB (2007) Aspiration performance and railroads’ patterns of learning from train wrecks and crashes. Organ. Sci. 18(3):368–385.LinkGoogle Scholar
  • Baum JAC, Ingram P (1998) Survival-enhancing learning in the Manhattan hotel industry, 1898-1980. Management Sci. 44(7):996–1016.LinkGoogle Scholar
  • Benkard CL (2000) Learning and forgetting: The dynamics of aircraft production. Amer. Econom. Rev. 90(4):1034–1054.CrossrefGoogle Scholar
  • Berger AN, Udell GF (2002) Small business credit availability and relationship lending: The importance of bank organisational structure. Econom. J. 112(477):F32–F53.Google Scholar
  • Bertsimas D, Tsitsilklis J (1993) Simulated annealing. Statist. Sci. 8(1):10–15.CrossrefGoogle Scholar
  • Bingham CB, Davis JP (2012) Learning sequences: Their existence, effect, and evolution. Acad. Management J. 55(3):611–641.CrossrefGoogle Scholar
  • Blundell R, Bond S (1998) Initial conditions and moment restrictions in dynamic panel data models. J. Econometrics 87(1):115–143.CrossrefGoogle Scholar
  • Boh WF, Slaughter SA, Espinosa JA (2007) Learning from experience in software development: A multilevel analysis. Management Sci. 53(8):1315–1331.LinkGoogle Scholar
  • Bohn RE (1995) Noise and learning in semiconductor manufacturing. Management Sci. 41(1):31–42.LinkGoogle Scholar
  • Boone T, Ganeshan R, Hicks RL (2008) Learning and knowledge depreciation in professional services. Management Sci. 54(7):1231–1236.LinkGoogle Scholar
  • Bromiley P, Navarro P, Sottile P (2008) Strategic business cycle management and organizational performance: A great unexplored research stream. Strategic Organ. 6(2):207–219.CrossrefGoogle Scholar
  • Campbell DT (1965) Variation and selective retention in socio-cultural evolution. Barringer HR, Blankstenm GI, Mack RW, eds. Social Change in Developing Areas: A Reinterpretation of Evolutionary Theory (Schenkman, Cambridge, MA), 19–49.Google Scholar
  • Cepeda NJ, Pashler H, Vul E, Wixted JT, Rohrer D (2006) Distributed practice in verbal recall tasks: A review and quantitative synthesis. Psych. Bull. 132(3):354–380.CrossrefGoogle Scholar
  • Cohen MD (1991) Individual learning and organizational routine: Emerging connections. Organ. Sci. 2(1):135–139.LinkGoogle Scholar
  • Cohen W, Levinthal D (1990) Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. 35(1):128–152.CrossrefGoogle Scholar
  • Domowitz IR, Hubbard G, Petersen BC (1988) Market structure and cyclical fluctuations in U.S. Manufacturing. Rev. Econom. Statist. 70(1):55–66.CrossrefGoogle Scholar
  • Eggers JP (2012) All experience is not created equal: Learning, adapting, and focusing in product portfolio management. Strategic Management J. 33(3):315–335.CrossrefGoogle Scholar
  • Ellis H (1965) The Transfer of Learning (Macmillan, New York).Google Scholar
  • Fang C (2011) Organizational learning as credit assignment: A model and two experiments. Organ. Sci. 23(6):1717–1732.LinkGoogle Scholar
  • Finkelstein S, Halebian JJ (2002) Understanding acquisition performance: The role of transfer effects. Organ. Sci. 13(1):36–47.LinkGoogle Scholar
  • Fudenberg D, Tirole J (1983) Learning-by-doing and market performance. Bell J. Econom. 14(2):522–530.CrossrefGoogle Scholar
  • Gavetti G, Tripsas M (2000) Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. 21(10):1147–1161.Google Scholar
  • Ghosh A, Martin X, Pennings JM, Wezel FC (2014) Ambition is nothing without focus: Compensating for negative transfer of experience in R&D. Organ. Sci. 25(2):572–590.LinkGoogle Scholar
  • Giddens A (1984) The Constitution of Society: Outline of the Theory of Structuration (University of California Press, Berkeley).Google Scholar
  • Grant RM (1996) Toward a knowledge-based theory of the firm. Strategic Management J. 17(S2):109–132.CrossrefGoogle Scholar
  • Hannan M, Freeman J (1977) The population ecology of organizations. Amer. J. Sociol. 82(5):929–964.CrossrefGoogle Scholar
  • Hannan M, Freeman J (1984) Structural inertia and organizational change. Amer. Sociol. Rev. 49(2):149–164.CrossrefGoogle Scholar
  • Haunschild PR, Polidoro F Jr, Chandler D (2015) Organizational oscillation between learning and forgetting: The dual role of serious errors. Organ. Sci. 26(6):1682–1701.LinkGoogle Scholar
  • Haveman H (1992) Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation. Admin. Sci. Quart. 37(1):48–69.CrossrefGoogle Scholar
  • Helfat C, Finkelstein S, Mitchell W, Peteraf M, Singh H, Teece D, Winter SG, eds. (2007) Dynamic Capabilities: Understanding Strategic Change in Organizations (Blackwell, Malden, MA).Google Scholar
  • Henderson R (1993) Underinvestment and incompetence as responses to radical innovation: Evidence from the semiconductor photolithographic alignment equipment industry. RAND J. Econom. 24(2):248–270.CrossrefGoogle Scholar
  • Honoré BE (1992) Trimmed LAD and least squares estimation of truncated and censored regression models with fixed effects. Econometrica 60(3):533–565.CrossrefGoogle Scholar
  • Huber GP (1991) Organizational learning: The contributing processes and the literatures. Organ. Sci. 2(1):88–115.LinkGoogle Scholar
  • Ingram P, Baum J (1997) Opportunity and constraint: Organization’s learning from the operating and competitive experience of industries. Strategic Management J. 18(S1):75–98.CrossrefGoogle Scholar
  • Kim J-Y, 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
  • Kim J-Y, Kim J-Y, Miner AS (2009) Organizational learning from extreme performance experience: The impact of success and recovery experience. Organ. Sci. 20(6):958–978.LinkGoogle Scholar
  • Klepper S (1996) Entry, exit, growth, and innovation over the product life cycle. Amer. Econom. Rev. 86(3):562–583.Google Scholar
  • Knott AM, Posen HE (2005) Is failure good? Strategic Management J. 26(7):617–641.CrossrefGoogle Scholar
  • Kornell N, Bjork RA (2008) Learning concepts and categories is spacing the “enemy of induction”? Psych. Sci. 19(6):585–592.CrossrefGoogle Scholar
  • Lapre MA, Tsikriktsis N (2006) Organizational learning curves for customer dissatisfaction: Heterogeneity across airlines. Management Sci. 52(3):352–366.LinkGoogle Scholar
  • Lawrence P, Lorsch J (1967) Differentiation and integration in complex organizations. Admin. Sci. Quart. 12(1):1–47.CrossrefGoogle Scholar
  • Leonard-Barton, D (1992) Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. 13(S1):111–125.CrossrefGoogle Scholar
  • Levinthal DA (1997) Adaptation on rugged landscapes. Management Sci. 43(7):934–950.LinkGoogle Scholar
  • Levy FK (1965) Adaptation in the production process. Management Sci. 11(6):B-136–B-154.LinkGoogle Scholar
  • Lieberman MB (1987) The learning curve, diffusion, and competitive strategy. Strategic Management J. 8(5):441–452.CrossrefGoogle Scholar
  • March J, Simon H (1958) Organizations (John Wiley and Sons, New York).Google Scholar
  • Mascarenhas B, Aaker DA (1989) Strategy over the business cycle. Strategic Management J. 10(3):199–210.CrossrefGoogle Scholar
  • Merton RK (1940) Bureaucratic structure and personality. Soc. Forces 18(4):560–568.CrossrefGoogle Scholar
  • Merton RK (1952) Reader in Bureaucracy (Free Press, Glencoe, IL).Google Scholar
  • Miles RE, Snow CC (1984) Fit, failure, and the hall of fame. California Management Rev. 26(3):10–28.CrossrefGoogle Scholar
  • Milgrom P, Qain Y, Roberts J (1991) Complementarities, momentum, and the evolution of modern manufacturing. Amer. Econom. Rev. 81(2):84–88.Google Scholar
  • Miller CM, McIntyre SH, Mantrala MK (1993) Toward formalizing fashion theory. J. Marketing Res. 30(2):142–157.CrossrefGoogle Scholar
  • Narayanan S, Balasubramanian S, Swaminathan JM (2009) A matter of balance: Specialization, task variety, and individual learning in a software maintenance environment. Management Sci. 55(11):1861–1876.LinkGoogle Scholar
  • National Bureau of Economic Research (2010) The NBER’s business cycle dating procedure: Frequently asked questions. Retrieved 2015, http://www.nber.org/cycles/recessions_faq.html.Google Scholar
  • Nickell SJ (1981) Biases in dynamic models with fixed effects. Econometrica 49(6):1417–1426.CrossrefGoogle Scholar
  • Nickerson JA, Silverman BS (2003) Why firms want to organize efficiently and what keeps them from doing so: Inappropriate governance, performance, and adaptation in a deregulated industry. Admin. Sci. Quart. 48(3):31–52.CrossrefGoogle Scholar
  • Office of the Comptroller of the Currency (2007) Comptroller’s Handbook: Commercial Real Estate Lending (Office of the Comptroller of the Currency, Washington, DC).Google Scholar
  • Oliva R, Sterman JD (2001) Cutting corners and working overtime: Quality erosion in the service industry. Management Sci. 47(7):881–1027.LinkGoogle Scholar
  • Posen HE, Levinthal DA (2012) Chasing a moving target: Exploitation and exploration in dynamic environments. Management Sci. 58(3):587–601.LinkGoogle Scholar
  • Reed R, Defillippi RJ (1990) Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Acad. Management Rev. 15(1):88–102.CrossrefGoogle Scholar
  • Rockart SF, Dutt N (2015) The rate and potential of capability development trajectories. Strategic Management J. 36(1):53–75.CrossrefGoogle Scholar
  • Rohrer D, Dedrick RF, Burgess K (2014) The benefit of interleaved mathematics practice is not limited to superficially similar kinds of problems. Psychonomic Soc. 21(5):1323–1330.CrossrefGoogle Scholar
  • Romanelli E, Tushman ML (1994) Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. 37(5):1141–1166.CrossrefGoogle Scholar
  • Roodman D (2009) A note on the theme of too many instruments. Oxford Bull. Econom. Statist. 71(1):135–158.CrossrefGoogle Scholar
  • Roodman D (2015) XTABOND2: Stata module to extend xtabond dynamic panel data estimator. Module. https://EconPapers.repec.org/RePEc:boc:bocode:s435901.Google Scholar
  • Sampson R (2005) Experience effects and collaborative returns in R&D alliances. Strategic Management J. 26(11):1009–1031.CrossrefGoogle Scholar
  • Schilling MA, Vidal P, Ployhart RE, Marangoni A (2003) Learning by doing something else: Variation, relatedness, and the learning curve. Management Sci. 49(1):39–56.LinkGoogle Scholar
  • Schneiderman A (1988) Setting quality goals. Quality Progress 21(4):51–57.Google Scholar
  • Selznick P (1957) Leadership in Administration: A Sociological Interpretation (University of California Press, Berkeley).Google Scholar
  • Sitkin SB (1992) Learning through failure: The strategy of small losses. Staw BM, Cummings LL, eds. Research in Organizational Behavior, vol. 14 (JAI Press, Inc., Greenwich, CT), 231–266.Google Scholar
  • Smith A (1922). Cannan E, ed. An Inquiry into the Nature and Causes of the Wealth of Nations, 3rd ed. (Methuen, London).Google Scholar
  • Staats BR, Gino F (2012) Specialization and variety in repetitive tasks: Evidence from a Japanese bank. Management Sci. 58(6):1141–1159.LinkGoogle Scholar
  • Stein JC (2002) Information production and capital allocation: decentralized vs. hierarchical firms. J. Finance 57(5):1891–1921.CrossrefGoogle Scholar
  • Szulanski G, Jensen RJ (2006) Presumptive adaptation and the effectiveness of knowledge transfer. Strategic Management J. 27(10):937–957.CrossrefGoogle Scholar
  • Taylor K, Rohrer D (2010) The effects of interleaved practice. Appl. Cognitive Psych. 24(6):837–848.CrossrefGoogle Scholar
  • Thompson JD (1967) Organizations in Action (McGraw-Hill, New York).Google Scholar
  • Thompson P (2007) How much did the Liberty Shipbuilders forget? Management Sci. 53(6):908–918.LinkGoogle Scholar
  • Tripsas M (2007) Customer preference discontinuities: A trigger for radical technological change. Managerial Decision Econom. 29(2–3):79–97.CrossrefGoogle Scholar
  • Tushman M, Romanelli E (1985) Organizational evolution: A metamorphasis model of convergence and reorientation. Cummings LL, Staw BM, eds. Research in Organizational Behavior, vol. 7 (JAI Press, Inc., Greenwich, CT), 171–222.Google Scholar
  • Tushman M, Anderson P, O’Reilly C (1997) Technology cycles, innovation streams and ambidextrous organizations. Tushman M, Anderson P, eds. Managing Strategic Innovation and Change (Oxford University Press, New York), 3–23.Google Scholar
  • Weick KE (1991) The nontraditional quality of organizational learning. Organ. Sci. 2(1):116–124.LinkGoogle Scholar
  • Williams C (2007) Transfer in context: Replication and adaptation in knowledge transfer relationships. Strategic Management J. 28(9):867–889.CrossrefGoogle Scholar
  • Winter SG (2000) The satisficing principle in capability learning. Strategic Management J. 21(10/11):981–996.CrossrefGoogle Scholar
  • Wooldridge JM (2010) Econometric Analysis of Cross Section and Panel Data (MIT Press, Cambridge, MA).Google Scholar
  • Wright TP (1936) Factors affecting the cost of airplanes. J. Aeronautical Sci. 3(4):122–128.CrossrefGoogle Scholar
  • Zand DE, Sorensen RE (1975) Theory of change and the effective use of management science. Admin. Sci. Quart. 20(4):532–545.CrossrefGoogle Scholar
  • Zollo M (2009) Superstitious learning with rare strategic decisions: Theory and evidence from corporate acquisitions. Organ. Sci. 20(5):894–908.LinkGoogle Scholar
  • Zollo M, Singh H (2004) Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in U.S. bank mergers. Strategic Management J. 25(13):1233–1256.CrossrefGoogle Scholar
  • Zollo M, Winter SG (2002) Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. 13(3):339–351.LinkGoogle 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.