Market responsiveness, top management risk taking, and the role of strategic learning as determinants of market pioneering

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Social Influence Opportunity Recognition, Evaluation, and Capitalization: Increased Theoretical Specification Through Political Skill’s Dimensional Dynamics (2018, background): “Garrett, Covin, and Slevin (2009) found that learning allowed organizations to identify failing business strategies, recognize new opportunities, and adapt to the situation.”
Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap (2012, unknown): “The strategic learning process allows a fi rm to evaluate, distribute, and integrate exploratory knowledge in such a way that the entire organization can use and act on it to achieve common organizational goals (Garrett et al., 2009; Slater and Narver, 1995).”
The Internet as an alternative path to internationalization (2013, background): “…wisdom (Matsuno et al., 2002)b Top managers here encourage the development of innovative marketing strategies, knowing well that some will fail (Matsuno et al., 2002) (continued) Table I. 139 An alternative path needs (Garrett et al., 2009), the scale again taken from Jaworski and Kohli (1993).”
Speed or quality? How the order of market entry influences the relationship between market orientation and new product performance (2011, unknown): “creating or acquiring new knowledge (Garrett et al., 2009).”