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Epistemology is the study of knowledge - of what is known and how we know it. Organizational epistemology is dominated by the dualist opposition of objectivist and subjectivist philosophies of science. Objectivists accept knowledge claims as potentially true and warranted on objective evidence, whereas subjectivists ground knowledge in perception, phenomenology and social construction. Though these two perspectives differ in their ontologies (the reality of constructs and relations) and methodologies (how these relations can be observed), both views accept that reliable organizational knowledge is possible. This paper introduces a third epistemological perspective - fallibilism - and shows how neglect of this third epistemology has constrained advance in the objectivist-subjectivist debate. Fallibilism, which challenges the foundations and reliability of knowledge claims, occupies a significant place in every major philosophical tradition, but contradicts the prevailing rhetoric of knowledge-claiming in organizational research, and has been systematically excluded from the debate. In this article we present the foundations and precepts of fallibilism, show how its absence has invited divisive and sectarian dogmatism, and explore its potential contributions to organizational research.

Keywords

Fallibilism, Organizational Research, Dogmatism, Epistemology

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Firm Performance and the Axis of Errors

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Authors

Thomas C. Powell ¹, Jean-Luc Arregle ²

Affiliations
1 Dean of Research Said Business School Oxford University Fellow in Economics and Management St. Hughs College, Oxford, GB
2 EDHEC Business School, Nice, FR

Source

Journal of Management Research, Vol 7, No 2 (2007), Pagination: 59-77

Abstract

Firms sometimes fail to capture opportunities, fail to imitate perfectly-imitable resources, and do not solve their solvable problems. The persistence of errors creates intra-industry performance variation that is usually attributed to the competitive advantages of successful firms. However, firms compete on two axes: the axis of competitive advantage, where performance is driven by the inimitable resources and capabilities of high-performing firms; and the axis of errors, where performance is driven by failures to attend to the activities, resources and opportunities that are equally available to all firms. This paper investigates the latter, showing how errors produce performance variation not attributable to competitive advantages, and discussing their consequences for strategy theory, empirical research and management practice.

Keywords

Competitive Advantage, Organizational Errors, Competitive Disadvantage

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