Delayed Learning from Failure: The Role of Vicarious Learning in Market Exit Decisions

2015 ◽  
Vol 2015 (1) ◽  
pp. 15170
Author(s):  
June-Young Kim ◽  
Ann Terlaak ◽  
Michael P. Ciuchta
Keyword(s):  
Vicarious Learning ◽  
Market Exit ◽  
Learning From Failure ◽  
Exit Decisions

The Deep-Level-Reasoning-Question Effect: The Role of Dialogue and Deep-Level-Reasoning Questions During Vicarious Learning

2006 ◽  
Vol 24 (4) ◽  
pp. 565-591 ◽  
Author(s):  
Scotty D. Craig ◽  
Jeremiah Sullins ◽  
Amy Witherspoon ◽  
Barry Gholson
Keyword(s):  
Deep Level ◽  
Vicarious Learning

Initiating actor engagement with novel products

2019 ◽  
Vol 20 (3) ◽  
pp. 299-319
Author(s):  
Diana Ayi Wong ◽  
Jodie Conduit ◽  
Carolin Plewa
Keyword(s):  
Conceptual Framework ◽  
Social Interactions ◽  
Research Agenda ◽  
Future Research ◽  
Indirect Interaction ◽  
Vicarious Learning ◽  
The Novel ◽  
Future Research Agenda ◽  
Novel Products

While organizations continue to face extensive pressure to introduce novel products to the market, the question of how customers initiate engagement with novel products remains unanswered. This article draws on the ecosystem perspective of engagement, utilizing the lens of actor engagement, to develop a conceptual framework for actor engagement with novel products. It elaborates our understanding of the indirect interaction that actors have with a focal object through other actors. It demonstrates that through vicarious learning, actors establish cognitive, emotional, behavioral, and social interactions with the novel product. Further, it explicates a process in which legitimacy judgments, at the micro- and macrolevels, play a central role in facilitating and evaluating engagement with products. This framework offers an important contribution to theory by elucidating the facilitating role of learning and introducing the concept of legitimacy to the engagement literature. A set of propositions is presented, and a future research agenda proposed for each of these propositions.

Outlining organisational failure in information systems development

2003 ◽  
Vol 12 (4) ◽  
pp. 319-327 ◽  
Author(s):  
Markos Goulielmos
Keyword(s):  
Information Systems ◽  
Development Process ◽  
Systems Development ◽  
Organisational Learning ◽  
Information Systems Development ◽  
Diagnostic Model ◽  
Learning From Failure ◽  
Research Findings ◽  
Is Development

Defines the concept of “organisational failure” in information systems (IS) development, and proposes a diagnostic model drawn from research done into IS consultancy firms that develop systems using a variety of methodologies. The research involved a qualitative study aimed at the nature of the development process and the role of organisational issues in this process. The model’s elements and relationships were determined by the research findings. Presents two cases of failure that show how IS failure is rooted in organisational pathology and examine existing failure concepts. The concept and model proposed can be used by practitioners and management before and during a project for diagnosing organisational failure before it interferes with IS development and afterwards for extracting deeper rooted organisational learning from failure.

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