Please use this identifier to cite or link to this item: https://doi.org/10.1002/smj.2411
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dc.titleLearning by hiring and change to organizational knowledge: Countering obsolescence as organizations age
dc.contributor.authorJain, Amit
dc.date.accessioned2022-07-26T01:38:12Z
dc.date.available2022-07-26T01:38:12Z
dc.date.issued2016-08-01
dc.identifier.citationJain, Amit (2016-08-01). Learning by hiring and change to organizational knowledge: Countering obsolescence as organizations age. STRATEGIC MANAGEMENT JOURNAL 37 (8) : 1667-1687. ScholarBank@NUS Repository. https://doi.org/10.1002/smj.2411
dc.identifier.issn01432095
dc.identifier.issn10970266
dc.identifier.urihttps://scholarbank.nus.edu.sg/handle/10635/229166
dc.description.abstractResearch summary: This paper investigates the relationship between hiring and the ability of organizations to evolve their capabilities as they age. While prior research establishes that organizations become rigid to change as they age, it underemphasizes measures that they may take to renew their adaptive potential. I address this gap by investigating whether hiring stimulates change to the knowledge organizations possess. Learning by hiring, I argue, helps organizations to evolve their knowledge as they age by disrupting routine, introducing distant knowledge, and facilitating socialization. I test the effectiveness of these mechanisms using 38 years (1970–2007) of data from the U.S. biotechnology industry, and find that hiring stimulates more change as organizations age, enabling them to renew their knowledge and counter the effects of obsolescence. Managerial summary: As organizations age, they become less responsive to the needs of their environment, resulting in a trend for them to become technologically obsolete. Little is known as to how they may reverse this trend and counter obsolescence. I provide evidence that hiring may be used to stimulate change to organizational knowledge and capabilities as they age by disrupting routine activity, introducing new-to-the-firm knowledge, and inducing incumbent members to learn.
dc.language.isoen
dc.publisherWILEY
dc.sourceElements
dc.subjectSocial Sciences
dc.subjectBusiness
dc.subjectManagement
dc.subjectBusiness & Economics
dc.subjectorganizational learning
dc.subjectorganizational memory
dc.subjectorganizational capabilities
dc.subjectobsolescence
dc.subjectexploration and exploitation
dc.subjectLOCAL SEARCH
dc.subjectBOUNDED RATIONALITY
dc.subjectMOBILITY
dc.subjectEXPLORATION
dc.subjectPERSPECTIVE
dc.subjectINDUSTRY
dc.subjectOUTCOMES
dc.subjectEXPLOITATION
dc.subjectENVIRONMENTS
dc.subjectEVOLVABILITY
dc.typeArticle
dc.date.updated2022-07-21T06:55:48Z
dc.contributor.departmentDEPT OF INDUSTRIAL SYSTEMS ENGG & MGT
dc.description.doi10.1002/smj.2411
dc.description.sourcetitleSTRATEGIC MANAGEMENT JOURNAL
dc.description.volume37
dc.description.issue8
dc.description.page1667-1687
dc.published.statePublished
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