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Learning and Schumpeterian Dynamics

In: Organization and Strategy in the Evolution of the Enterprise

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  • Daniel Levinthal

Abstract

The term ‘learning’ evokes an image of continual renewal, the acquisition of new knowledge. The expression ‘Schumpeterian dynamics’ conveys a different image. An image composed on the one hand of staid, established organizations failing to recognize new opportunities in their environment and new organizations established to exploit these same opportunities. While learning is a powerful instrument of organizational intelligence, it is also associated with some of the difficulties of established firms responding to changing competitive environments. This pathology stems from some basic properties of learning mechanisms.

Suggested Citation

  • Daniel Levinthal, 1996. "Learning and Schumpeterian Dynamics," Palgrave Macmillan Books, in: Giovanni Dosi & Franco Malerba (ed.), Organization and Strategy in the Evolution of the Enterprise, chapter 1, pages 27-41, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-13389-5_2
    DOI: 10.1007/978-1-349-13389-5_2
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    Citations

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    Cited by:

    1. Slavec, Alenka & Drnovšek, Mateja & Hisrich, Robert D., 2017. "Entrepreneurial openness: Concept development and measure validation," European Management Journal, Elsevier, vol. 35(2), pages 211-223.
    2. de Jong, Jeroen P.J. & Freel, Mark, 2010. "Absorptive capacity and the reach of collaboration in high technology small firms," Research Policy, Elsevier, vol. 39(1), pages 47-54, February.
    3. Hien Tran & Enrico Santarelli & Enrico Zaninotto, 2015. "Efficiency or bounded rationality? Drivers of firm diversification strategies in Vietnam," Journal of Evolutionary Economics, Springer, vol. 25(5), pages 983-1010, November.
    4. Vivien Lefebvre, 2023. "Turning 30 and myopic? Temporal orientation and the firm lifecycle," Post-Print hal-04563638, HAL.
    5. Giovanni Cerulli, 2012. "Are R&D Subsidies Provided Optimally? Evidence from a Simulated Agency-Firm Stochastic Dynamic Game," Journal of Artificial Societies and Social Simulation, Journal of Artificial Societies and Social Simulation, vol. 15(1), pages 1-7.
    6. Tim R. Holcomb & R. Duane Ireland & R. Michael Holmes Jr. & Michael A. Hitt, 2009. "Architecture of Entrepreneurial Learning: Exploring the Link among Heuristics, Knowledge, and Action," Entrepreneurship Theory and Practice, , vol. 33(1), pages 167-192, January.
    7. Cerulli, Giovanni, 2014. "The Impact of Technological Capabilities on Invention: An Investigation Based on Country Responsiveness Scores," World Development, Elsevier, vol. 59(C), pages 147-165.
    8. Ekanem, Ignatius, 2005. "‘Bootstrapping’: the investment decision-making process in small firms," The British Accounting Review, Elsevier, vol. 37(3), pages 299-318.
    9. Howard Aldrich & Tiantian Yang, 2014. "How do entrepreneurs know what to do? learning and organizing in new ventures," Journal of Evolutionary Economics, Springer, vol. 24(1), pages 59-82, January.
    10. Ray Hudson, 2005. "Towards sustainable economic practices, flows and spaces: or is the necessary impossible and the impossible necessary?," Sustainable Development, John Wiley & Sons, Ltd., vol. 13(4), pages 239-252.
    11. Giovanni Cerulli, 2010. "A responsiveness-based (composite) indicator with an application to countries’ innovative performance," CERIS Working Paper 201010, CNR-IRCrES Research Institute on Sustainable Economic Growth - Torino (TO) ITALY - former Institute for Economic Research on Firms and Growth - Moncalieri (TO) ITALY.
    12. Fai, Felicia & von Tunzelmann, Nicholas, 2001. "Industry-specific competencies and converging technological systems: evidence from patents," Structural Change and Economic Dynamics, Elsevier, vol. 12(2), pages 141-170, July.

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