Learning by Example: Imitation and Innovation at a Global Bank

David Strang

ISBN 10: 069117119X / ISBN 13: 9780691171197

Published by Princeton University Press, 2016

About this Item

Num Pages: 304 pages. BIC Classification: KFFK; KJD; KJU. Category: (P) Professional & Vocational; (U) Tertiary Education (US: College). Dimension: 235 x 155. . . 2016. Reprint. Paperback. . . . . Books ship from the US and Ireland.

Seller Inventory # V9780691171197

Bibliographic Details

• Title: Learning by Example: Imitation and Innovation at a Global Bank
• Publisher: Princeton University Press
• Publication Date: 2016
• Language: English
• ISBN 10: 069117119X
• ISBN 13: 9780691171197
• Binding: Soft cover
• Condition: New

About this title

Synopsis

In business, as in other aspects of life, we learn and grow from the examples set by others. Imitation can lead to innovation. But in order to grow innovatively, how do businesses decide what firms to imitate? And how do they choose what practices to follow? Learning by Example takes an unprecedented look at the benchmarking initiative of a major financial institution. David Strang closely follows twenty-one teams of managers sent out to observe the practices of other companies in order to develop recommendations for change in their own organization.


Through extensive interviews, surveys, and archival materials, Strang reveals that benchmarking promotes a distinctive managerial regime with potential benefits and pitfalls. He explores the organizations treated as models of best practice, the networks that surround a bank and form its reference group, the ways managers craft calls for change, and the programs implemented in the wake of vicarious learning. Strang finds that imitation does not occur through mindless conformity. Instead, managers act creatively, combining what they see in external site visits with their bank's strategic objectives, interpreted in light of their understanding of rational and progressive management.



Learning by Example opens the black box of interorganizational diffusion to show how managers interpret, advocate, and implement innovations.

About the Author

David Strang is professor of sociology at Cornell University.