The Paradox of Success: An Archival and a Laboratory Study of Strategic Persistence Following Radical Environmental Change

By Pino G. Audia, Edwin A. Locke, Ken G. Smith. 2000

834 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1360b71b0a499a61293f9f36410847da1464c1d0

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In Management Science and Operations Research

In Social Psychology

In Strategy and Management

Citations in the corpus

Collective efficacy and vigilant problem solving in group decision making: A non-linear model (2005, background): “The simulation was originally developed to study strategic persistence (Audia et al., 2000).”
Life in the fast lane: Origins of competitive interaction in new vs. established markets (2010, positive): “Studies in a variety of contexts, such as airlines (Miller and Chen, 1994), trucking (Audia, Locke, and Smith, 2000), radio broadcasting (Greve, 1998), and Fortune 500 firms (Ferrier et al., 1999) examine the effects of fast, diverse, and frequent moves on firm performance.”
Dancing with Strangers: Aspiration Performance and the Search for Underwriting Syndicate Partners (2005, positive): “…managerial risk taking with respect to a wide range of organizational actions, including strategic reorientation (Lant, Milliken, and Batra, 1992; Audia, Locke, and Smith, 2000), market change (Greve, 1998), practice and process innovation (Nohria and Gulati, 1996), technological innovation…”
The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs (2013, background): “Research has suggested that persistence with a certain focus (or strategy) can be detrimental (Audia et al. 2000).”
A Multilevel Investigation of the Motivational Mechanisms Underlying Knowledge Sharing and Performance (2007, background): “The task provided measures of individual performance, kept unit managers regularly informed of the financial impact of their strategic decisions, was complex and highly involving, has been used to replicate and complement field study findings (Audia et al. 2000), was amenable to the manipulation of ”
Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives (2005, background): “…of commitment, i.e. the belief that a previously unsuccessful strategy will succeed in the future if more is invested, and to the Fparadox of success_, i.e. the belief that a winning strategy will succeed in the future, notwithstanding different environmental conditions (Audia et al., 2000).”
Acquisitions and CEO Power: Evidence from French Networks (2009, background): “Longer CEO tenure instead corresponds to a decrease of the CEO's propensity to acquire information about the process of acquisition, development , and growth (Hambrick and Fukotomi, 1991; Finkelstein and Hambrick, 1996; Audia et al., 2000; Kroll et al., 2000).”
Do serial entrepreneurs run successively better-performing businesses? (2013, background): “…entrepreneurs' performance over successive ventures, including an ever-rising trajectory as entrepreneurs perform “learning by doing” (Argote, 1999; Audia et al., 2000) and a “cycling” trajectory whereby serial entrepreneurs learn from and improve after failure, but fall into complacency traps…”
Balancing on the Creative Highwire (2016, background): “As a result, they are likely to value the aspects of their ideas that they believe made them successful (Audia, Locke, and Smith, 2000).”
All Aspirations are not Created Equal: The Differential Effects of Historical and Social Aspirations on Acquisition Behavior (2014, background): “While there is significant evidence that the rate of organizational change increases when performance falls below this level and slows when it rises above it (Audia et al., 2000; Greve, 1998; Lant, Milliken, & Batra, 1992), whether and how historical versus social aspirational levels generate differ”