Learning from Strategic Success and Failure
Organizations facing complex, ambiguous, and dynamic environments find adaptive learning a key to survival and success. This study proposes three models of organization response in such environments: 1) A model of how aspiration levels or goals adapt over time, 2) a model of the riskiness of strateg...
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| Main Authors: | , |
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| Format: | text |
| Language: | English |
| Published: |
Institutional Knowledge at Singapore Management University
1987
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/1610 https://doi.org/10.1016/0148-2963(87)90035-x |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Organizations facing complex, ambiguous, and dynamic environments find adaptive learning a key to survival and success. This study proposes three models of organization response in such environments: 1) A model of how aspiration levels or goals adapt over time, 2) a model of the riskiness of strategic choices made, and 3) a model of the innovativeness of search activities (R & D). In each model, the difference between performance and aspiration level is posited to be an important explanatory variable. Using the Markstrat game as a research environment, the data are consistent with all three models. |
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