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Learning from the failures of others: The effects of post-exit knowledge spillovers on recipient firms

Amankwah-Amoah, J. (2011) Learning from the failures of others: The effects of post-exit knowledge spillovers on recipient firms. Journal of Workplace Learning, 23 (6). pp. 358-375. ISSN 1366-5626. (doi:10.1108/13665621111154386) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:57803)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL
http://dx.doi.org/10.1108/13665621111154386

Abstract

Purpose: The purpose of this study is to examine the effects of post-exit knowledge diffusion created by departed firms on recipienfirms. Design/methodology/approach: This is an inductive and exploratory study which tries to understand questions of how and why. The research used a qualitative interview methodology and data analysis using within and cross-case analysis. Findings: Analysis of the data revealed that recipient firms' strategic directions and organizational design are fundamentally shaped by the career imprint of the former managers of the departed firm. Research limitations/implications: Practical and policy implications are identified and discussed. The study suggests that organizational failure should be viewed as having wider externalities, on both markets and society as a whole. The demise of an industry incumbent should not be viewed as necessarily having a negative impact, rather as a strategic opportunity for new firms to enter and for existing ones to expand by drawing on the expertise released by its departure. Originality/value: This paper makes an original contribution to the literature by integrating learning-from-failure, knowledge spillover and career imprinting theories to examine the post-exit effect of firm departure. The paper also counters prior emphasis of the extant literature on the relationship between work experience and job performance which has focused mainly on experience within the current firm, overlooking the importance of work experience acquired in prior firms.

Item Type: Article
DOI/Identification number: 10.1108/13665621111154386
Uncontrolled keywords: Experience, Ghana, Knowledge management, Knowledge spillovers, Learning, Organizational failure, Post-exit
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Joseph Amankwah-Amoah
Date Deposited: 07 Oct 2016 10:36 UTC
Last Modified: 16 Nov 2021 10:23 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/57803 (The current URI for this page, for reference purposes)
Amankwah-Amoah, J.: https://orcid.org/0000-0003-0383-5831
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