The Myopia of Learning.¶
Levinthal, D. A., & March, J. G. (1993). The Myopia of Learning. Strategic Management Journal, 14, 95-112.
Cited by¶
2 citations across 2 artifacts.
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Primes¶
- Cognitive Flexibility
- In organizational strategy it underlies ambidexterity, the explore-exploit trade-off, and the ability to abandon a dominant logic when the competitive landscape changes — with competence traps as the perseveration failure.
This sourceAnalyzes the explore-exploit trade-off and the competence trap as the perseveration failure of organizational learning.
- In organizational strategy it underlies ambidexterity, the explore-exploit trade-off, and the ability to abandon a dominant logic when the competitive landscape changes — with competence traps as the perseveration failure.
- Variation Strategies
- This distinction reframes many stuck problems: not "our team is too homogeneous" but "we are not systematically exploring alternatives"; not "we got unlucky with evolution" but "we are not maintaining sufficient mutation rate or recombination," a reframing Levinthal and March (1993) capture as the myopia of organizations that confuse standing diversity with active search.
This sourceDistinguishes passive heterogeneity from active search, showing how organizations with apparent diversity nonetheless fail to learn when they lack mechanisms for systematic exploration.
- This distinction reframes many stuck problems: not "our team is too homogeneous" but "we are not systematically exploring alternatives"; not "we got unlucky with evolution" but "we are not maintaining sufficient mutation rate or recombination," a reframing Levinthal and March (1993) capture as the myopia of organizations that confuse standing diversity with active search.
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