The role of managerial learning and interpretation in strategic persistence and reorientation: an empirical exploration

Article Abstract:

Strategic reorientation is the result of a managerial decision-making process influenced not only by past learning experiences but also by other factors determining the way executives interpret managerial crises. Managerial learning is more complicated than just trial-and-error, given that environmental factors affect the uncertainty of cause-and-effect relationships. A model is used to test these effects across both stable and unstable contexts. The results indicate that executive turnover, team heterogeneity and environmental awareness, as well as negative past experiences, increased the likelihood of managers' breaking with the status quo. Environmental turbulence also encourages reorientation because managers are more likely to blame external variables for poor performance than in the case of a stable environment.

Decision-making, Models, Decision making, Executives, Learning

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The three faces of corporate renewal: institution, revolution, and evolution

Article Abstract:

Management of organizational innovation is examined in the context of institutional, revolutional and evolutional strategies. Institutionalizing innovation differs from revolutionary innovation in that the former encourages innovation within a firm's present paradigm, while the latter calls for a complete change of perspective. In contrast, the evolutional approach involves managment of random, unplanned innovation. Simulations based on a learning model are used to evaluate these approaches in terms of organizational performance, resources and change. The results show that all these strategies have both unintended positive and negative effects, and that the degree to which innovation is accomplished is dependent on a complex interplay of factors.

Analysis, Business, Innovations, Technological innovations, Strategic planning (Business)

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Managing discontinuous change: a simulation study of organizational learning and entrepreneurship

Article Abstract:

Established companies must assume the challenge of managing entrepreneurial strategies if they are to respond effectively to significant environmental changes. In managing entrepreneurial strategy, established companies should consider important organizational implications under various levels of ambiguity; that learning traps can result from lessons learned from experience when the environment changes; and some companies, strategies, and entrepreneurial levels present a useful description of differential outcomes of performance, growth, and the probability of failure.

Research, Corporations, Entrepreneurship

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