This study analyzes the outcomes of fourteen strategic failures in a very large European telecommunication firm. The study asks what the company learned from these failures. Does learning from failure differ from learning from success? How does the learning from large failures differ from...

Forecasts are plentiful. Accurate long-range forecasts are not. But some forecasts are more accurate than others are and a few are very accurate. In this paper, we first explore the case of Moore's Law, a forecast that has proven quite accurate for almost 40 years. We illustrate how expectations...

Strategic surprise lies in wait. There is no surprise if competitors can figure out one's intentions before end. We examine how enlightened strategists can enact the socially-embedded knowledge that prevails over competitors' behavior to their very own favor. Findings suggest that firms can...

The objective of this chapter is to explore the learning strategies that can be deployed by firms in coopetitive configurations with no other choice than deploying an “adverse learning” mechanism to reach their customers through cooperation with their competitors. After exploring the...

L'effet de surprise stratégique demande une préparation. Il n'y a pas de surprise si les concurrents peuvent deviner les intentions ex-ante. Nous examinons comment un dirigeant éclairé réussit à activer les règles du jeu des acteurs d'un district en sa propre faveur. Les données...

The legalization of world politics is often celebrated for reducing impunity for those who contribute to humanitarian crises. This may sometimes be true but the opposite is also true. In 2010, United Nations peacekeepers unwittingly brought cholera to Haiti and sparked an epidemic. Nearly a...