|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Strategic learning, foresight and hyperopia|
|Citation:||Mackay D & Burt G (2015) Strategic learning, foresight and hyperopia. Management Learning, 46 (5), pp. 546-564. https://doi.org/10.1177/1350507614549120|
|Abstract:||Analogous to long-sightedness, hyperopia describes the condition of being able to grasp with acuity matters which are far removed from current experience (temporally, spatially or cognitively) while encountering difficulty in interpreting and acting on that which is close at hand. We examine data from a top management team's activity in which they collectively display a hyperopic approach. A single in-depth field study is analysed retroductively to examine the plausibility of potential causal mechanisms that might explain the emergence of hyperopia. In the case examined, hyperopia appears to emerge from a strategic learning approach that emphasises foresightful learning mechanisms while neglecting experiential learning from direct exposure to operations. To avoid the emergence of pathologies of managerial approaches, such as hyperopia or myopia, practitioners are encouraged to engage with balanced strategic learning mechanisms of varying temporal, spatial and cognitive scope.|
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