[Diskussionsbeiträge des Instituts für Management; 2004/23]
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.
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