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• W343894603 abstract "Executive Summary This study links an organization's orientation, behaviors, capabilities associated with those activities, and new entry. The study reveals how firms seeking flexibility and regular entry into new markets pursue more active and more varied experiences than do firms seeking greater efficiency and targeting a stable segment of market. The study describes experiential and experimental behaviors associated with a orientation and reveals a positive relationship between those behaviors and organizational absorptive capacity and enhanced collective efficacy which are in turn associated with frequency and success of new entry. Introduction The idea that an organization's paradigm, set of beliefs about organization and way it is or should be (Johnson, 1988), would influence how organization perceives and engages environment is not new (Dutton, 1993; Weick, 1988; Daft & Weick, 1984). An organization's paradigm frames perceptions and interpretation of events and conditions within and outside (Kruger, 2000) and influences decisions about actions and strategies it will pursue and resources it will develop (Sinkula, Baker, & Noordewier, 1997; Schwenk, 1988). One element of an organization's paradigm is its orientation towards (Kruger, 2000; Van den Bosch, Volberda, & de Boer, 1999). orientation may result in an organization more skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior (Garvin, 1993: 93). This research focuses on assumptions implicit in that statement. Will a orientation result in behaviors that enhance an organization's ability to learn? Will such a capability better enable organization to see and act on opportunities? Sinkula et. al. (1997) structured these questions in a three-part framework linking conditions that stimulate a desire to learn, behaviors that facilitate learning, and actions that reflect learning. substantial literature has examined these topics individually (Huber, 1991; Senge, 1990; Levitt & March, 1988; Fiol & Lyles, 1985). This research will link them in a framework, showing how a orientation results in behaviors that enhance knowledge based capabilities that are manifested in pursuit of new opportunities. Review of Literature Learning Orientation An organizational orientation gives an identity (Albert & Whetten, 1985), shapes beliefs about its market and strategy (Dutton, 1993), and the glue that binds diverse aspects of firm (Fiol, 1991 : 208). It is an expression of what values. Firms with a orientation see value of as self-evident and axiomatic (Senge, 1990), creating a culture amenable to learning (Galer & van der Heijden, 1992: 11). A orientation influences degree to which an organization is satisfied with its theory in use and, hence, degree to which proactive occurs (Sinkula et. al., 1997: 6). Firms that value will more likely develop cognitive infrastructure, nutrient rich environment, that increases sensitivity of perceptions, likelihood that organization will have ability to act on such perceptions (Shapero, 1982), as well as its faith in its competence to do so (Krueger, 2000). The ability to perceive, acquire, and utilize new knowledge is a valuable resource (Grant, 1996; Volberda, 1996; Miller, 1996; Lant & Mezias, 1992). Knowledge accounts for greater part of value added in most of economic activity and when distinctive to is a barrier to replication that can result in creation of a sustainable competitive advantage (Grant, 1996; Miller, 1996; Hall, 1993). This capability has a direct influence on how organizations frame their perceptions of what constitutes an opportunity. …" @default.
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• W343894603 title "Knowledge Based Resources and Organizational Capabilities: A Study of New Entry" @default.
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