Learning from Samples of One or Fewer

March, James G.; Sproull, Lee; Tamuz, Michal

doi:10.1287/orsc.2.1.1

Cited by 933 publications

(245 citation statements)

References 52 publications

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“…So, we put the stories together so that we have a complete picture. ’ This pattern of triangulation appears especially critical in new venture firms and firms in dynamic environments since it expands possibilities for action and improves inferences when firms lack comparable events from history (March, Sproull, and Tamuz, ).…”

Section: Discussionmentioning

confidence: 99%

Anticipatory Learning

Bingham

Kahl

2013

Strategic Entrepreneurship Journal

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Learning from negative outcomes is of fundamental interest to scholars. Yet most research in this area explores learning from actual outcomes. By contrast, we add to the literature by setting forth a theoretical framework that highlights learning from the anticipation of negative outcomes rather than actual outcomes. Using an inductive, multiple case research design, we develop an emergent typology for how anticipatory learning occurs. We show how each type of anticipatory learning is triggered and uniquely influences search and solutions. We also detail how anticipatory learning is similar to, but different than, learning from actual negative outcomes. A central contribution of this study is setting forth anticipatory learning as a primary form (versus a special case) of learning in most organizations. We conclude by identifying implications for organization theory and strategy. Copyright © 2013 Strategic Management Society.

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Section: Discussionmentioning

confidence: 99%

Anticipatory Learning

Bingham

Kahl

2013

Strategic Entrepreneurship Journal

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“…Even in the course of 1 day, the profitability of resources may change between morning and afternoon. Thus, honeybees (and all other animals) constantly face the decision between foraging at a well-established, but finite resource, and searching for a new, potentially richer, but uncertain one (March, 1991). In maze experiments with honeybees, the costs of choosing the “wrong,” previously unrewarded stimulus are low: the bee finds an empty feeder, is released and can re-enter the maze for another trial in a matter of minutes.…”

Section: Resultsmentioning

confidence: 99%

Visually Guided Decision Making in Foraging Honeybees

Zhang¹,

Si²,

Pahl³

2012

Front. Neurosci.

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Honeybees can easily be trained to perform different types of discrimination tasks under controlled laboratory conditions. This review describes a range of experiments carried out with free-flying forager honeybees under such conditions. The research done over the past 30 or so years suggests that cognitive abilities (learning and perception) in insects are more intricate and flexible than was originally imagined. It has become apparent that honeybees are capable of a variety of visually guided tasks, involving decision making under challenging situations: this includes simultaneously making use of different sensory modalities, such as vision and olfaction, and learning to use abstract concepts such as “sameness” and “difference.” Many studies have shown that decision making in foraging honeybees is highly flexible. The trained animals learn how to solve a task, and do so with a high accuracy, but when they are presented with a new variation of the task, they apply the learnt rules from the earlier setup to the new situation, and solve the new task as well. Honeybees therefore not only feature a rich behavioral repertoire to choose from, but also make decisions most apt to the current situation. The experiments in this review give an insight into the environmental cues and cognitive resources that are probably highly significant for a forager bee that must continually make decisions regarding patches of resources to be exploited.

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“…In this way, this study fills in the gap by investigating the contribution of nonmarket actions from all three arenas on the development of nonmarket assets that improve firm performance. I argue that multinationals and foreign owned firms can learn from their multiple subsidiaries and potentially use this knowledge to enhance firm performance, which is supported by learning theories (Argyris & Schön, 1978;Argyris, 1977;March et al, 1991) and promising empiric evidence from the successful development of corporate alliance capabilities (Kale & Singh, 2007).…”

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confidence: 81%

The Effect of Nonmarket Capabilities on Firm Performance: How Knowledge and Capabilities Accumulated from Nonmarket Arenas Contribute to Firm Performance

Voinea¹,

Emaus²

2017

IBR

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This study addresses the existing gap in the nonmarket literature vis-à -vis nonmarket performance effects and the demand for managerial tools to obtain, sustain and transform knowledge of various nonmarket activiti es into specific nonmarket assets. This paper aims to describe the various nonmarket arenas and to explain how knowledge and capabilities accumulated from different nonmarket arenas contribute to firm performance.

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Learning from Samples of One or Fewer

Cited by 933 publications

References 52 publications

Anticipatory Learning

Anticipatory Learning

Visually Guided Decision Making in Foraging Honeybees

The Effect of Nonmarket Capabilities on Firm Performance: How Knowledge and Capabilities Accumulated from Nonmarket Arenas Contribute to Firm Performance

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