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Constraints on organizational learni...

Desai, Vinit Madhukar.

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Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003./
作者:	Desai, Vinit Madhukar.
面頁冊數:	148 p.
附註:	Adviser: Karlene Roberts.
Contained By:	Dissertation Abstracts International68-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3275391
ISBN:	9780549168638

Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003.
Desai, Vinit Madhukar.

Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003. - 148 p.

Adviser: Karlene Roberts.

Thesis (Ph.D.)--University of California, Berkeley, 2007.

Despite its societal cost, failure provides essential information for organizational learning. A central question, however, is why organizations vary so widely in their responses to failure. For instance, while some organizations adapt following failure, others stagnate. To address this question, this dissertation integrates research on learning from failure and research on organizational heterogeneity. I specifically examine whether and how organizations vary at failure-induced learning as a function of their most relevant characteristics, including prior experience, internal structure, and organizational legitimacy. First, I examine the process through which performance shortfalls spur organizational risk taking. Managers in some organizations facing performance shortfalls tend to take risks, while managers in other organizations avoid risky changes. This conflict is interesting because some level of risk taking appears necessary for organizations to remain competitive, adapt to their environment, and improve performance. To forward this debate, I argue that organizations with limited operating experience are less buffered from failure, and hence that poor performance constrains risk taking at these organizations. I also argue that organizations with poor legitimacy are also less buffered, and hence that performance shortfalls also lead to risk aversion at these organizations.

ISBN: 9780549168638Subjects--Topical Terms:

626628
Business Administration, Management.

Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003.
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245 1 0 $a Constraints on organizational learning from poor performance in the modern American railroad industry, 1978--2003.
300 $a 148 p.
500 $a Adviser: Karlene Roberts.
500 $a Source: Dissertation Abstracts International, Volume: 68-08, Section: A, page: 3458.
502 $a Thesis (Ph.D.)--University of California, Berkeley, 2007.
520 $a Despite its societal cost, failure provides essential information for organizational learning. A central question, however, is why organizations vary so widely in their responses to failure. For instance, while some organizations adapt following failure, others stagnate. To address this question, this dissertation integrates research on learning from failure and research on organizational heterogeneity. I specifically examine whether and how organizations vary at failure-induced learning as a function of their most relevant characteristics, including prior experience, internal structure, and organizational legitimacy. First, I examine the process through which performance shortfalls spur organizational risk taking. Managers in some organizations facing performance shortfalls tend to take risks, while managers in other organizations avoid risky changes. This conflict is interesting because some level of risk taking appears necessary for organizations to remain competitive, adapt to their environment, and improve performance. To forward this debate, I argue that organizations with limited operating experience are less buffered from failure, and hence that poor performance constrains risk taking at these organizations. I also argue that organizations with poor legitimacy are also less buffered, and hence that performance shortfalls also lead to risk aversion at these organizations.
520 $a I extend this model by examining the process through which organizational learning impacts performance. I develop and test a framework regarding whether and how organizations improve at learning from failure based on knowledge gained and retained through their operating experience, and I also examine whether this process differs for generalist and specialist organizations.
520 $a I examine this framework in the context of modern U.S. railroad companies following industry deregulation, from 1978-2003. These tests, and the theoretical framework borne out of this dissertation, extend the literature on organizational learning by specifying the previously unexplored processes through which key sources of organizational heterogeneity, including prior organizational experience, internal structure, and organizational legitimacy, influence and constrain the ability to learn from and respond to performance shortfalls. As such, this dissertation is part of an emergent movement to understand how organizations learn from failures and why this process differs so widely across organizations.
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