How Organizations Learn from Success and Failure

William H. Starbuck · Bo Hedberg

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Organizational Learning and Leadership Innovation and Knowledge Management Management and Organizational Studies

Abstract

Abstract This chapter analyzes the effects of successes and failures on organizational learning. The analysis contrasts behavioral and cognitive approaches, illustrating these with an example of technological development by an interorganizational coalition and an example of industry-wide development during a business cycle. Behavioral approaches explain as much behavior as possible without allowing for conscious thought, so learning arises from automatic reactions to performance feedback. Because it is learners’ environments that generate this feedback, environments strongly influence what is learned. One advantage of behavioral approaches is that they can explain how effective learning can occur in spite of learners’ perceptual errors.

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References

1983An Evolutionary Theory of Economic Change.2017A Theory of Cognitive Dissonance 1996Sensemaking in Organizations 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1997The Tacit Dimension 1958The Psychology of Interpersonal Relations.1977Telling more than we can know: Verbal reports on mental processes.1996Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology

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