Rapid internationalization and long-term performance: The knowledge link

Drawing on the knowledge-based view and organizational learning theory, we develop and test a set of hypotheses to provide a first attempt at analyzing the effect of speed of internationalization on long-term performance. Using a panel-data sample of Spanish listed firms (1986-2010), we find that there is an inverted U-shaped relationship between speed of internationalization and long-term performance. We also find that whereas technological knowledge steepens this relationship, the diversity of prior international experience flattens it. Our results contribute to the existing IB literature on the performance of FDI, cross-country knowledge transferability, and nonsequential entry

LEARNING WITH THE CROWD: A FIELD STUDY OF INTERNAL CROWDSOURCING AS A FORM OF ORGANIZATIONAL LEARNING

The use of IT-enabled “internal crowdsourcing” with employees in organizations has substantially increased in recent years. Being a novel phenomenon, internal crowdsourcing is poorly understood. Organizational learning theory has been successfully applied to gain revelatory insights for external crowdsourcing with end-users. Hence, it is promising to analyse internal crowdsourcing as a form of organizational learning. Based on an interpretivist field study, this research in progress builds on organizational learning theory and analyses two internal crowdsourcing communities of an European automotive supplier. Preliminary findings suggest that internal crowdsourcing can be understood as a part of a new wave of IT-enabled learning in organizations, distinct from traditional, hierarchy-based work

Learning from Prior Experience: An Empirical Study of Serial Entrepreneurs in IT-enabled Crowdfunding

Crowdfunding has gained momentum in recent years. Although an increasing amount of research has been devoted to this domain, the dynamics of this phenomenon has yet to be fully studied. The current study strives to bridge this gap by examining the impacts of prior experiences from serial entrepreneurs’ perspective. Drawing on organizational learning theory, we theorize about the differential effects from several experience dimensions: direct vs. indirect experiences, successful vs. failed experiences, experience richness and diversity of prior experiences. Employing a panel-level analysis approach, we document positive effects of both direct and indirect learning. However, the successful, rich and diverse experience do not always seem to facilitate learning and consequently lead to enhanced performance. Our study applies the organizational learning theory to the crowdfunding context to extend the existing crowdfunding literature in information systems by investigating the dynamics across campaigns. We also provide practical implications for entrepreneurs and platform operators

The Antecedents of Acquisition Performance based on the Organizational Learning Theory

With a regression model, this paper studied the influence of acquisition experience and business relatedness on acquisition performance based on an empirical analysis of Chinese firms and found that both acquisition experience and business relatedness have significantly positive effect on acquisition performance of the acquiring firm. Moreover, this paper introduced legitimacy from the perspective of institutional theory and found that both acquisition experience and business relatedness have positive influence on acquisition legitimacy. It is proved that acquisition legitimacy has partial mediation effect both on the relationship between acquisition experience and acquisition performance and on the relationship between business relatedness and acquisition performance, which means acquisition experience and business relatedness can increase acquisition performance not only by integration effect of acquisition but also by gaining more support with getting high legitimacy

Working abroad, working with others: How firms learn to operate international joint ventures

Successful international joint ventures entail both learning to operate across national boundaries and learning to cooperate. Hypotheses grounded in organizational learning theory were tested with event-history analysis and data on 1,493 expansions of 25 large Dutch firms between 1966 and 1994. Experience with domestic joint ventures and with international wholly owned subsidiaries contributed to the longevity of international joint ventures, but prior experience with international joint ventures did not

Technological activities and their impact on the financial performance of the firm: Exploitation and exploration within and between firms

This paper analyzes the consequences for financial performance of technology strategies categorized along two dimensions: (1) explorative versus exploitative and (2) solitary versus collaborative. The financial performance implications of firms’ positioning along these two dimensions has important managerial implications, but has received only limited attention in prior studies. Drawing on organizational learning theory and technology alliances literature, a set of hypotheses on the performance implications of firms’ technology strategies are derived. These hypotheses are tested empirically on a panel dataset (1996-2003) of 168 R&D-intensive firms based in Japan, the US and Europe and situated in five different industries (chemicals, pharmaceuticals, ICT, electronics, non-electrical machinery). Patent data are used to construct indicators of explorative versus exploitative technological activities (activities in new or existing technology domains) and collaborative versus solitary technological activities (joint versus single patent ownership). The financial performance of firms is measured via a market value indicator: Tobin’s Q index.Innovation, Tobin’s q, R&D collaboration, exploration & exploitation

Market-oriented product development as an organizational learning capability: findings from two cases

Conceptualizing market orientation at the level of the product development process is relevant, because market orientation is a highly critical factor for new product success and this conceptualization can be used as a starting-point to transform the whole organization into a more market oriented one. Market-oriented product development appears to be more than carrying out a number of marketing activities in a product development process. Using concepts from resourcebased theory and organizational learning theory, we draw up a conceptual framework of marketoriented product development as an organizational learning capability substantiated by findings from two case studies. This capability encapsulates the values and norms, knowledge and skills, technical and managerial knowledge systems, which enable learning about markets through information processing behavior in product development and improve this market learning behavior. This conceptualization stimulates research on operationalizing market orientation in the managerial context of a critical business process and research on enhancing the degree of market orientation.

Strategy and Structure: A Learning Perspective and Analysis

This paper integrates the strategy and structure constructs using organizational learning theory. Learning theory is refined by arraying strategic and structure constructs along a path dependent, concatenated, continuum that is congruent with the original model of strategy and structure originally proposed by Chandler. The model also enhances methodological rigor by increasing congruence between theory and statistic application. Findings indicate that a single construct of strategy and structure can be employed effectively in management research

The Impact of Big Data on Innovation Performance: The Mediating Role of Market- driven Capability

Big data has received significant attention in recent years. However, little is known concerning the impact of big data characteristics on innovation performance. This research-in-progress study draws on the organizational learning theory to investigate the influence of big data characteristics on innovation performance mediated by market-driven capability. A survey-based research is outlined to test the proposed research model using structural equation modeling techniques. Prospective contributions to theory and practice are also explained

Organizational Learning from Extreme Performance Experience: The Impact of Success and Recovery Experience

This paper argues that two different types of a firm’s own extreme performance experiences—success and recovery—and their interactions can generate survival-enhancing learning. Although these types of experience often represent valuable sources of useful learning, several important learning challenges arise when a firm has extremely limited prior experience of the same type. Thus, we theorize that a certain threshold of a given type of experience is required before each type of experience becomes valuable, with low levels of experience harming the organization. Furthermore, we propose that success and recovery experience will interact to enhance each other’s value. These conditions can help overcome learning challenges such as superstitious learning or learning from small samples. We investigate our ideas using a sample of the U.S. commercial banks founded between 1984 and 1998. Our results indicate that both success and recovery experience of a firm generate survival-enhancing learning, but only after a certain level of experience is reached. Furthermore, success and recovery experience enhance each other’s learning value, consistent with the theories that emphasize the importance of richer and contrasting experience in providing useful knowledge. Our framework advances organizational learning theory by presenting a contingent model of the impact of success and recovery experience and their interaction