The myopia of learning

Levinthal, Daniel A.; March, James G.

doi:10.1002/smj.4250141009

Cited by 5,891 publications

(4,960 citation statements)

References 39 publications

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4,535

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“…Past experience can manifest itself in routines (Nelson and Winter 1982) that effectively maintain operations. The more these are reproduced over time, the more likely they are to become competency traps (Levinthal and March 1993) when the environment changes. As such, managers must, at certain points, shift emphasis from the past to the future in order to assure organizational survival (Gavetti and Levinthal 2000).…”

Section: Implications For Understanding Organizational Continuity Andmentioning

confidence: 99%

Temporal Work in Strategy Making

Kaplan

Orlikowski

2013

Organization Science

428

458

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This paper reports on a field study of strategy making in one organization facing an industry crisis. In a comparison of five strategy projects, we observed that organizational participants struggled with competing interpretations of what might emerge in the future, what was currently at stake, and even what had happened in the past. We develop a model of temporal work in strategy making that articulates how actors resolved differences and linked their interpretations of the past, present, and future so as to construct a strategic account that enabled concrete strategic choice and action. We found that settling on a particular account required it to be coherent, plausible and acceptable, otherwise breakdowns resulted. Such breakdowns could impede progress, but could also be generative in provoking a search for new interpretations and possibilities for action. The more intensely actors engaged in temporal work, the more likely the strategies departed from the status quo. Our model suggests that strategy cannot be understood as the product of more or less accurate forecasting without considering the multiple interpretations of present concerns and historical trajectories that help to constitute those forecasts. Projections of the future are always entangled with views of the past and present, and temporal work is the means by which actors construct and reconstruct the connections among them. These insights into the mechanisms of strategy making help explain the practices and conditions that produce organizational inertia and change. Temporal Work in Strategy Making-1 -A fundamental challenge for managers making strategy is coping with an uncertain future. In studying strategic change, scholars have emphasized the importance of sensemaking as a collective and often conflictual interpretive process for dealing with uncertainties about the business, the market, and the environment that lead to breakdowns in understandings and require cognitive reorientations to move forward (Balogun and Johnson 2004;Gioia and Chittipeddi 1991;Gioia et al. 1994;Kaplan 2008b;Maitlis and Sonenshein 2010;Rouleau 2005). These studies suggest that linking across interpretations of the past, present and future make action possible, but have left unexplained how and why some linkages work and some fail in practice, and, for those that do work, why some lead to the status quo and others produce change.Our study of strategy making in practice offers some answers to these questions. We found that managers -through a set of practices that we call "temporal work" -come to settle on particular strategic accounts that link interpretations of the past, present and future in ways that appear coherent, plausible and Settling on a strategic account, even if provisional, allows actors to shift from disagreeing or deliberating about meanings to implementing strategic choices, thus enabling the organization to move forward in the face of uncertainty. If a settlement breaks down, further temporal work is required in order to reconstruct a new str...

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Section: Implications For Understanding Organizational Continuity Andmentioning

confidence: 99%

Temporal Work in Strategy Making

Kaplan

Orlikowski

2013

Organization Science

428

458

View full text Add to dashboard Cite

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“…Ulempene med spesialisering kan imidlertid vaere flere. En av dem kan vaere at praktikere blir naersynte (Levinthal og March 1993) og ikke ser sitt eget spesialfelt i et større hele. Dermed kan det bli utfordrende å se hvordan eget fagfelt bidrar til å løse deler av komplekse problemstillinger.…”

Section: å Sette Ord På Egen Refleksjon: «Kunnskapspuslespillet» Som unclassified

Den kyndige økonomisk/administrativefagutøverens helhetsforståelse

Solstad¹,

Olsen²

2017

PØF

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“…O segundo fator, composto por 16 trabalhos voltados à aquisição de conhecimento como diferencial para obtenção de desempenho (Cohen & Levinthal, 1990;Grant, 1996;Kogut & Zander, 1992;LeonardBarton, 1992;Levinthal & March, 1993;March, 1991). Importante notar que este fator traz alguns artigos relacionados a inovações, como uma forma da empresa transformar conhecimento em geração de renda (Henderson & Clark, 1990;Lieberman & Montgomery, 1988;Teece, 1986).…”

Section: Análise Fatorialunclassified

“…Barney (1986), Penrose (1959) e Peteraf (1993 entre outros. Em associação com VBR, as abordagens sobre capacidades das empresas, evolução e adaptação destas capacidades ao longo do tempo, mediante estímulos do ambiente (Eisenhardt & Martin, 2000;Grant, 1996;Prahalad & Hamel, 1990), bem como abordagens de aprendizagem organizacional e KBV (Cohen & Levinthal, 1990;Henderson & Clark, 1990;Kogut & Zander, 1992;Leonard-Barton, 1992;Levinthal & March, 1993), também são frequentemente empregadas, sempre voltadas à obtenção de bom desempenho e relacionadas às estratégias de marketing. Trabalhos sobre custos de transação, formação de redes e alianças e organização industrial e vêm decrescendo em frequência de citação.…”

Section: Análise Temporalunclassified

Pesquisa em Marketing e Estratégia nos Principais Periódicos Internacionais: Um Estudo Bibliométrico sobre Publicações no Século XXI

Guerrazzi¹,

Brandão²,

Campos³

et al. 2015

RIAE

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RESUMOO relacionamento entre Marketing e Estratégia é investigado nesta pesquisa bibliométrica em vinte publicações dos principais periódicos acadêmicos, divididos igualmente quanto à área de conhecimento. Foram usadas técnicas de citação, cocitação, análise fatorial exploratória (AFE) e escalonamento multidimensional (EMD) para identificação dos trabalhos mais influentes, das abordagens conceituais empregadas e da evolução deste diálogo ao longo destes primeiros 14 anos do século XXI. A amostra selecionada foi composta por 5.270 artigos e mais de 130.000 citações, que tiveram forte influência conceitual da Visão Baseada em Recursos (VBR), Estratégia Baseada em Conhecimento, de trabalhos envolvendo Teoria dos Custos de Transação (TCT) e estratégia competitiva da Organização Industrial (OI). As referências mais citadas foram agrupadas em três fatores representando estas abordagens conceituais empregadas. Os resultados evidenciam: a) um crescimento representativo dos artigos utilizando as duas áreas nos periódicos de Marketing; b) VBR, TCT e OI como os temas de Estratégia mais utilizados para a abordagem de Marketing e; c) os estudos mais relevantes no período analisado. Este artigo propõe uma agenda para pesquisas futuras que aprofunde a investigação da relação entre Marketing e Estratégia e supra as lacunas apontadas. Palavras-chave:Marketing; Estratégia; Estudo Bibliométrico; Análise de Cocitação; Análise Fatorial. SEARCH FOR MARKETING AND STRATEGY IN KEY INTERNATIONAL JOURNAL: A BIBLIOMETRIC PUBLICATIONS STUDY ON THE XXI CENTURY ABSTRACTThis bibliometric study investigates Marketing and Strategy association in twenty relevant academic journals, divided equally between both fields. The methods used to identify the most influential studies; the most common conceptual approach and how researches from both areas evolved in the first fourteen years of the 21 st century were citation and cocitation network analysis, exploratory factor analysis (EFA) and metric multidimensional scaling (MDS). Sample size was comprised of 5,270 articles, embodying over 130,000 citations, which had a relevant conceptual influence on the Resource Based View (RBV), Knowledge Based View (KBV), Transaction Cost Theory (TCT) and competitive strategy of the Industrial Organization (IO). Uppermost cited references were clustered in three factors, representing the theoretical approach used when both disciplines are compiled. The results showed: a) meaningful increase on the number of papers encompassing both areas in Marketing journals; b) RBV, TCT and IO as the most used Strategic themes to connect with Marketing and c) the overall most cited studies in the period of analysis. Guidelines for future research are provided for further investigation on the combination of Marketing and Strategy, identifying possible gaps to be covered. Keywords:Marketing; Strategy; Bibliometric Study; Co-Citation Analysis; Factor Analysis. RESUMENLa relación entre el Marketing y Estrategia se investiga en este bibliométricos publicaciones de investigación en vein...

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The myopia of learning

Cited by 5,891 publications

References 39 publications

Temporal Work in Strategy Making

Temporal Work in Strategy Making

Den kyndige økonomisk/administrativefagutøverens helhetsforståelse

Pesquisa em Marketing e Estratégia nos Principais Periódicos Internacionais: Um Estudo Bibliométrico sobre Publicações no Século XXI

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