Survival-enhancing learning in the Manhattan hotel industry, 1898-1980

Article Abstract:

The role of organizational experience as well as the experience of the population and the related group on the failure of hotels in Manhattan, New York, NY, for the period 1898-1980 was investigated. The analysis of survival-enhancing learning in the Manhattan hotel industry focused on the nature of firms' utilization of their own experience when there were costs and risks to organizational change and the impact of formal interorganizational relationships on survival-enhancing learning from the experience of others. Results showed that organizational experience had a U-shaped effect on hotels' failure and that failure was minimized as a function of population experience before, not after, the establishment of hotels. These findings suggest that it is difficult to apply different types of experience to minimize the risk of organizational failure.

Hotels & Motels, Hotels (except Casino Hotels) and Motels, Hotels and motels, Organizational Methods NEC, Management Theory & Techniques, Management, Manhattan, New York, New York, Business failures

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Shared learning

Article Abstract:

The evolution of productivity performance at an international electronics equipment manufacturer is analyzed in order to elucidate the cognitive and behavioral processes that are the root of the differences in the total productivity learning curve. Research was based on a field investigation into the cognitive and behavioral determinants of the considerable variation in learning curve parameters across departments. Research results reveal that improvement in manufacturing productivity is dependent on three kinds of shared learning: sharing characterizing the development/manufacturing interface; sharing between the primary plant and plants that come online at a later time; and the continuous sharing that goes on among plants after the start-up.

Analysis, Management research, Industrial productivity

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Behind the learning curve: a sketch of the learning process

Article Abstract:

A causal model of the learning process based on data from two electronic equipment manufacturing departments is presented. The model of productivity improvement is based on cumulative output, engineering changes, and employee training. The model demonstrates that there is a complex association between first-order and second-order learning. Capital-intensive processes can exhibit as strong a learning effect as labor- and material-intensive processes, and the learning process may differ across departments.

Models, Labor productivity, Learning curves, Experience curves, Teaching models

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