Oops! I did it again : repetition, experience, and innovation in boutique hotels in Valletta, Malta

Abstract

This paper challenges the assumption that organizational learning, which is generally defined as the process through which organizations adapt or alter their cognitive frameworks, regulations, or knowledge bases (Chiva et al., 2014), is fundamentally beneficial. Such reverence stems from its frequent depiction in the literature as a cornerstone of organizational survival, prosperity and innovation (see, for example, Crossan et al., 1999; March, 1991). Likewise, in the tourism industry, organizational learning has been treated as a precondition for competitiveness and innovation capabilities (see, for example, Camisón & Monfort-Mir, 2012). However, as this study demonstrates, the valorization of organizational learning, particularly, cumulative learning, i.e., new learning that builds on prior learning following successive episodes (Thórisson et al., 2019), vicarious experiences, e.g., changing behavior via observing others’ experiences (Meyers, 2016), and exploitative learning, i.e., the refinement and extension of extant knowledge (Su et al., 2011), can constrain novelty and reinforce imitation, contributing towards unwanted learning. [excerpt]