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Using a multilevel theoretical framework, we investigate the effects of organizational and perceived learning on employees’ systematic problem solving (SPS) that aims to prevent the recurrence of a problem. At the organizational level, we focus on the deliberate learning mechanisms of knowledge articulation (OKA) and knowledge codification (OKC). At the individual level, we focus on the relative perception of the mechanisms of knowledge articulation (PKA) and knowledge codification (PKC). Drawing on both knowledge management and sensemaking literature, we move from learning only captured through organizational mechanisms, which suppose individuals are passively embedded in the organizational context, to learning captured through perceived mechanisms, which suppose individuals take an active part in the learning processes and interpret them differently. We employ multilevel structural equation modeling to test our theoretical framework using survey data from a sample of 383 shop floor employees in 52 plants. To enhance our results, we perform a set of robustness checks that control different specifications of our model and potential endogeneity issues. Our study indicates that OKC affects SPS, while OKA affects OKC. Moreover, results show that both PKA and PKC have strong positive effects on SPS. Our study draws attention to the multilevel role of organizational learning and expands the understanding of the role of problem solving in routine evolution. The online appendices are available at https://doi.org/10.1287/orsc.2018.1274 .

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Purpose – Business research and entrepreneurship literature typically examines external resources as input or output of entrepreneurial (or high) growth. The purpose of this paper is to combine these two perspectives in describing and modeling high growth. Design/methodology/approach – The study tests the hypotheses on a sample of medium-sized, established manufacturing firms using structural equation modeling. Findings – Results provide original contributions to the business research on firm growth and entrepreneurship. They are consistent with studies advocating the importance of adopting a process perspective when studying business growth to probe the causal mechanisms behind growth. Research limitations/implications – Being quantitative, this study does not address the dynamic interdependencies between proprietary and hybrid growth. However, the literature on entrepreneurship would benefit from qualitative studies that explore how successful and sustainable growth processes combine the two modes of growth. Originality/value – Findings partially discard the input and output approach in favor of a vision of entrepreneurial growth as a process that unfolds over time with the development of external relationships. Only the process of collaboration, a core competence of entrepreneurial firms, reduces information asymmetries and agency problems, thus turning the corresponding inter-organizational relationships into formidable feeders of firm growth. Entrepreneurial growth is in fact a process that needs external relationships in order to flourish over time.

The 'Mobility Lists' programme handles collective redundancies, and combines income support to eligible dismissed employees with benefits to employers who hire them. Benefits vary according to dismissing firm size and are greater for older workers. We focus on the differential effects of programme treatments on the probability of moving from unemployment into permanent jobs. We specify flexible duration models in order to estimate the profile of differential effects over time. Older workers, enjoying longer packages of benefits, have significantly lower chances of moving to employment. Differential effects vary with time and are higher when younger workers approach the expiry of benefits.