Abstract
The purpose of this paper is to enhance the insights of whether and, if so, how equilibrium models can enhance managerial team learning in complex and ever-changing situations. To handle this research challenge we first clarify the concept of managerial team learning. Then, we present an example of an equilibrium model, VisualGas, which has been developed to help managers in a large oil and gas company to improve their understanding of market behavior. We report on a quasi-experimental study where a team of managers/market analysts evaluated the consequences for the company of a critical market event, first without and then with the system. It was found that use of the system led to a more varied interpretation of the event, i.e., learning, but also to a focus on the system variables only.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Anderson, J. R. (1995). Learning and memory. New York: Wiley
Argyris, C., & Schön, D. A. (1996). Organizational learning II: Theory, method and practice. Reading, MA: Addison-Wesley
Bazerman, M. (1998). Judgment in managerial decision making (4th ed.). New York: Wiley
Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290
Drucker, P. F. (1974). Management: Tasks, responsibilities, practices. New York: Harper and Row
Easterby-Smith, M., Snell, R., & Gherardi, S. (1998). Organizational learning: Diverging communities of practice? Management Learning, 29(3), 259–272
Einhorn, H. J., & Hogarth, R. M. (1978). Confidence in judgment: Persistence in the illusion of validity. Psychological Review, 85, 395–416
Fuglseth, A. M. (1989). Decision support: Methods for diagnosis of managers’ information and situation perceptions (in Norwegian). Unpublished PhD dissertation, Norwegian School of Economics and Business Administration, Bergen, Norway
Gherardi, S., Nicolini, D., & Odella, F. (1998). Toward a social understanding of how people learn in organizations: The notion of situated curriculum. Management Learning, 29(3), 273–297
Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88–115
Katzenbach, J. R. (1998). Teams at the top: Unleashing the potential of both teams and individual leaders. Boston, MA: Harvard Business School Press
Louis, M. R. (1980). Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings. Administrative Science Quarterly, 25(2), 226–251
Mathiesen, L. (1985). Computational experience in solving equilibrium models by a sequence of linear complementarity problems. Operations Research, 33(6), 1225–1250
Mathiesen, L. (1987). GAS: En interaktiv modell og et interaktivt system for analyser av det vest-europeiske marked for naturgass (GAS: An interactive model and an interactive system for analyes of the Western European natural gas market). SAF-Report No.3, Centre for Applied Research, Norwegian School of Economics and Business Administration, Bergen, Norway
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37
Pawlowsky, P. (2001). The treatment of organizational learning in management science. In M. Dierkes, A. Berthoin Antal, J. Child & I. Nonaka (Eds.), Handbook of organizational learning and knowledge (pp. 61–88). Oxford: Oxford University Press
Schroder, H. M., Driver, M. J., & Streufert, S. (1967). Human information processing – individuals and groups functioning in complex social situations. New York: Holt, Rinehart and Winston
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Bantam Doubleday
Simon, H. A. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 125–134
Tversky A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, New Series, 185(4157), 1124–1131
Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. The Academy of Management Review, 16(1), 57–91
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks: Sage
Wenger, E. (1998). Communities of practice: Learning, meaning and identity. New York: Cambridge University Press
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2010 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Fuglseth, A.M., Grønhaug, K. (2010). Equilibrium Models and Managerial Team Learning. In: Bjørndal, E., Bjørndal, M., Pardalos, P., Rönnqvist, M. (eds) Energy, Natural Resources and Environmental Economics. Energy Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-12067-1_7
Download citation
DOI: https://doi.org/10.1007/978-3-642-12067-1_7
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-12066-4
Online ISBN: 978-3-642-12067-1
eBook Packages: EngineeringEngineering (R0)