 Learning without experience: strategic implications of deregulation and competition in the electricity industryAlessandro Lomi and Erik Larsen European Management Journal, 1999, vol. 17, issue 2, 151-163 Abstract: As deregulation of the electricity industry continues to gain momentum around the world, electricity companies face unprecedented challenges. Competitive complexity and intensity will increase substantially as deregulated companies find themselves competing in new industries, with new rules, against unfamiliar competitors -- and without any history to learn from. We describe the different kinds of strategic issues that newly deregulated utility companies are facing, and the risks that these strategic issues implicate. We identify a number of problems induced by experiential learning under conditions of competence-destroying changes, and we illustrate ways in which companies can activate history-independent learning processes. We suggest that Microworlds -- a new generation of computer-based learning environments made possible by conceptual and technological progress in the fields of system dynamics and systems thinking -- are particularly appropriate tools to accelerate and enhance organizational and managerial learning under conditions of increased competitive complexity. Date: 1999 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:17:y:1999:i:2:p:151-163 Ordering information: This journal article can be ordered from Access Statistics for this article European Management Journal is currently edited by Michael Haenlein More articles in European Management Journal from Elsevier |
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