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Organizational learning from performance feedback : = a behavioral perspective on innovation and change /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Organizational learning from performance feedback :/ Henrich R. Greve.
Reminder of title:	a behavioral perspective on innovation and change /
Author:	Greve, Henrich R.,
Description:	1 online resource (x, 215 pages) :digital, PDF file(s). :
Notes:	Title from publisher's bibliographic system (viewed on 05 Oct 2015).
Subject:	Decision making. -
Online resource:	https://doi.org/10.1017/CBO9780511615139
ISBN:	9780511615139 (ebook)

Organizational learning from performance feedback : = a behavioral perspective on innovation and change /
Greve, Henrich R.,

Organizational learning from performance feedback :a behavioral perspective on innovation and change /Henrich R. Greve. - 1 online resource (x, 215 pages) :digital, PDF file(s).

Title from publisher's bibliographic system (viewed on 05 Oct 2015).

1. Introduction -- 2. Foundations -- 2.1. Behavioral theory of the firm -- 2.2. Social psychology -- 2.3. Economics -- 3. Model -- 3.1. How aspirations are made -- 3.2. How aspirations affect behavior -- 3.3. Aspiration levels and adaptation -- 3.4. How goal variables are chosen -- 4. Applications -- 4.1. Risk taking -- 4.2. Research and development expenditures -- 4.3. Product innovations -- 4.4. Facility investment -- 4.5. Strategic change -- 4.6. Summary of evidence -- 5. Advanced topics -- 5.1. Basic methods -- 5.2. Estimation of aspiration levels -- 5.3. General concerns in study design -- 5.4. Radio broadcasting -- 5.5. Shipbuilding -- 6. Conclusion -- 6.1. Practical implications -- 6.2. Related research -- 6.3. Future research.

Revisiting Cyert and March's classic 1963 'Behavioral Theory of the Firm', Henrich Greve offers an intriguing analysis of how firms evolve in response to feedback about their own performance. Based on ideas from organizational theory, social psychology, and economics, he explains how managers set goals, evaluate performance, and determine strategic changes. Drawing on a range of studies, including the author's own analysis of the Japanese shipbuilding industry, he reports on how theory fits evidence on organizational change of risk-taking, research and development expenses, innovativeness, investment in assets, and in market strategy. The findings suggest that high-performing organizations quickly reduce their rates of change, but low-performing organizations only slowly increase those rates. Analysis of performance feedback is an important direction for research and this book provides valuable insights in how organizational learning interacts with other influences on organizational behaviour such as competitive rivalry and institutional influences.

ISBN: 9780511615139 (ebook)Subjects--Topical Terms:

528319
Decision making.

LC Class. No.: HD30.23 / .G748 2003

Dewey Class. No.: 658.403

Organizational learning from performance feedback : = a behavioral perspective on innovation and change /
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500 $a Title from publisher's bibliographic system (viewed on 05 Oct 2015).
505 0 $a 1. Introduction -- 2. Foundations -- 2.1. Behavioral theory of the firm -- 2.2. Social psychology -- 2.3. Economics -- 3. Model -- 3.1. How aspirations are made -- 3.2. How aspirations affect behavior -- 3.3. Aspiration levels and adaptation -- 3.4. How goal variables are chosen -- 4. Applications -- 4.1. Risk taking -- 4.2. Research and development expenditures -- 4.3. Product innovations -- 4.4. Facility investment -- 4.5. Strategic change -- 4.6. Summary of evidence -- 5. Advanced topics -- 5.1. Basic methods -- 5.2. Estimation of aspiration levels -- 5.3. General concerns in study design -- 5.4. Radio broadcasting -- 5.5. Shipbuilding -- 6. Conclusion -- 6.1. Practical implications -- 6.2. Related research -- 6.3. Future research.
520 $a Revisiting Cyert and March's classic 1963 'Behavioral Theory of the Firm', Henrich Greve offers an intriguing analysis of how firms evolve in response to feedback about their own performance. Based on ideas from organizational theory, social psychology, and economics, he explains how managers set goals, evaluate performance, and determine strategic changes. Drawing on a range of studies, including the author's own analysis of the Japanese shipbuilding industry, he reports on how theory fits evidence on organizational change of risk-taking, research and development expenses, innovativeness, investment in assets, and in market strategy. The findings suggest that high-performing organizations quickly reduce their rates of change, but low-performing organizations only slowly increase those rates. Analysis of performance feedback is an important direction for research and this book provides valuable insights in how organizational learning interacts with other influences on organizational behaviour such as competitive rivalry and institutional influences.
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