evidence from and effects on the U.S. retail industry ; 24th annual
international conference, Strategic Management Society, 2004, San Juan, PR
Boyd, Jens L.; Bresser, Rudi K. F.
Year of publication:
We study the occurrence and performance effects of organizational learning in
the U.S. retail industry. Six modes of choosing competitive actions are
distinguished: momentum, blind imitation, learning from own success, learning
from others’ success, risk-related learning, and opportunity-related learning.
We find that momentum, blind imitation, and risk- as well as opportunity-
related learning are prevalent. Further, the results point to the importance
of interorganizational learning. Firms in this industry should have used the
past actions of their competitors as a benchmark, but seem to have failed to
realize this necessity.