Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/44361
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dc.titleFailure-induced learning, causal ambiguity, and foreign market entry
dc.contributor.authorYang, J.Y.
dc.contributor.authorLi, J.
dc.contributor.authorDelios, A.
dc.date.accessioned2013-10-09T06:55:10Z
dc.date.available2013-10-09T06:55:10Z
dc.date.issued2006
dc.identifier.citationYang, J.Y.,Li, J.,Delios, A. (2006). Failure-induced learning, causal ambiguity, and foreign market entry. Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006 : -. ScholarBank@NUS Repository.
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44361
dc.description.abstractA key question in organizational learning research is how firms use information from the experiences of other firms in guiding their own strategic choices. In contrast to frequency- and trait-based imitation, this study emphasizes how firms respond when observing negative outcomes of peer firms, and how causal ambiguity moderates this failure-induced learning. Two key findings emerge from our analysis of market entries into China by Japanese multinationals from 1980 to 2000. First, firms are less likely to enter the market when observing a large number of failures by others. Second, the causal ambiguity for prior failures weakens the effect of other firms' failures. The results highlight the importance of considering causal ambiguity in failure-induced learning.
dc.sourceScopus
dc.subjectCausal ambiguity
dc.subjectFailure-induced learning
dc.subjectForeign market entry
dc.typeConference Paper
dc.contributor.departmentBUSINESS POLICY
dc.description.sourcetitleAcademy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006
dc.description.page-
dc.identifier.isiutNOT_IN_WOS
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