The myopia of learning

Strategic Management Journal

Volumn 14, Issue 2 S, 1993, Pages 95-112

  Levinthal, Daniel A ^a   March, James G ^b  

^a UNIVERSITY OF PENNSYLVANIA   (United States)

^b STANFORD UNIVERSITY   (United States)

Author keywords

Organizational learning, adaptation, inertia

Indexed keywords

EID: 84989063836     PISSN: 01432095     EISSN: 10970266     Source Type: Journal    
DOI: 10.1002/smj.4250141009     Document Type: Article

References (63)

1. Limits of the learning curve
2. The persistence and transfer of learning in industrial settings
3. The development and institutionalization of subunit power in organizations
4. Fast‐cycle capability for competitive power
5. In one word: Not from experience
6. Strategy‐making as a social learning process: The case of internal corporate venturing
7. Strategy‐making and organizational ecology: A conceptual framework
8. Innovation and learning: The two faces of R&D
9. Absorptive capacity: A new perspective on learning and innovation
10. Clio and the economics of QWERTY
11. Asset stock accumulation and sustainability of competitive advantage
12. Confidence in judgment: Persistence in the illusion of validity
13. For those condemned to study the past: Reflections on historical judgment
14. Structural inertia and organizational change
15. Camping on seesaws: Prescriptions for a self‐designing organization
16. Designing semi‐confusing information systems for organizations in changing environments
17. Learning from experience in organizations
18. The structure of executive information systems: An exploratory analysis
19. Timid choices and bold forecasts: A cognitive perspective on risk taking
20. The illusion of control
21. Aspiration level adaptation: An empirical exploration
22. A model of adaptive organizational search
23. Organizational learning
24. Between hope and fear: The psychology of risk
25. Adaptive coordination of a learning team
26. On the mechanics of economic development
27. Exploration and exploitation in organizational learning
28. The evolution of evolution
29. Managerial perspectives on risk and risk taking
30. Variable risk preferences and the focus of attention
31. Learning from samples of one or fewer
32. Self‐serving biases in the attribution of causality
33. The horizontal organization
34. The core competence of corporation
35. The timing of innovation: Research, development, and diffusion
36. Increasing returns and long‐run growth
37. Competing on capabilities: The new rules of corporate strategy
38. Organizations as action generators
39. The learning curve: Historical review and comprehensive survey