Managers and management researchers tend to assume that learning from strategic events yields benefits. Although some firms have gained competitive advantages from learning, instances are infrequent, and firms that have gained persistent advantages through learning are probably quite unusual....

Forecasts are plentiful. Accurate long-range forecasts are not. But some forecasts are more accurate than others are and a few are very accurate. In this paper, we first explore the case of Moore's Law, a forecast that has proven quite accurate for almost 40 years. We illustrate how expectations...

Common sense suggests that organisations should learn from their successesand failures. Surely a project that turns out to be a great organisational successshould provide useful information that increases the chances of future successes.Similarly it might be imagined that a venture that turns...

This study analyzes the outcomes of fourteen strategic failures in a very large European telecommunication firm. The study asks what the company learned from these failures. Does learning from failure differ from learning from success? How does the learning from large failures differ from...

What does it mean to have a "good" or "bad" reputation? How does it create or destroy value, or shape chances to pursue particular opportunities? Where do reputations come from? How do we measure them? How do we build and manage them? Over the last twenty years the answers to these questions...