Learning how to restructure: absorptive capacity and improvisational views of restructuring actions and performance

Donald D. Bergh, Elizabeth Lim · 2008 · Strategic Management Journal

Summary. This paper examines how organizational learning shapes corporate restructuring decisions and outcomes. Companies with repeated experience in sell-offs adopt similar strategies and achieve better financial results, reflecting absorptive capacity. Conversely, recent spin-off experience drives subsequent spin-offs and performance gains, reflecting organizational improvisation. The study shows that different types of restructuring experience produce different strategic choices and financial outcomes.

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Bergh, D. D., & Lim, E.. (2008). Learning how to restructure: absorptive capacity and improvisational views of restructuring actions and performance. Strategic Management Journal. https://doi.org/10.1002/smj.676

@article{bergh-2008-learning-how-restructure-absorptive-capacity,
  title   = {Learning how to restructure: absorptive capacity and improvisational views of restructuring actions and performance},
  author  = {Donald D. Bergh and Elizabeth Lim},
  journal = {Strategic Management Journal},
  year    = {2008},
  doi     = {10.1002/smj.676},
  url     = {https://doi.org/10.1002/smj.676}
}

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TI  - Learning how to restructure: absorptive capacity and improvisational views of restructuring actions and performance
AU  - Donald D. Bergh
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DO  - 10.1002/smj.676
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Details

DOI: 10.1002/smj.676
Countries: United States
Regions: North America
Categories: innovation-theory, general-innovation
Added: 2026-04-28