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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Institutional Knowledge at Singapore Management University
1987
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sg-smu-ink.lkcsb_research-26092010-09-23T06:24:04Z Learning from Strategic Success and Failure MONTGOMERY, David B. Lant, T.K. 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. 1987-12-01T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/1610 info:doi/10.1016/0148-2963(87)90035-x https://doi.org/10.1016/0148-2963(87)90035-x Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business |
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Singapore Management University |
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SMU Libraries |
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Asia |
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Singapore Singapore |
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English |
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Business |
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Business MONTGOMERY, David B. Lant, T.K. Learning from Strategic Success and Failure |
| description |
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. |
| format |
text |
| author |
MONTGOMERY, David B. Lant, T.K. |
| author_facet |
MONTGOMERY, David B. Lant, T.K. |
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MONTGOMERY, David B. |
| title |
Learning from Strategic Success and Failure |
| title_short |
Learning from Strategic Success and Failure |
| title_full |
Learning from Strategic Success and Failure |
| title_fullStr |
Learning from Strategic Success and Failure |
| title_full_unstemmed |
Learning from Strategic Success and Failure |
| title_sort |
learning from strategic success and failure |
| publisher |
Institutional Knowledge at Singapore Management University |
| publishDate |
1987 |
| url |
https://ink.library.smu.edu.sg/lkcsb_research/1610 https://doi.org/10.1016/0148-2963(87)90035-x |
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1770569957969494016 |