ledge acquired prior to the "birth"
or formation of the organization), and learning by actively searching the environment and noticing the actions of other competitors (Huber, 1991). This form of knowledge is highly susceptible to the biases and narrowmindedness of industry recipes.
In contrast to the knowledge acquisition mode, the knowledge development mode is primarily a process of internally generating knowledge through the actions and interactions of various individuals and units of the organization. Organizations learn when individuals or organizational units interact, develop insights through experience and interaction, and reflect on and test the experience. Learning from direct experience; rich, deep learning from a few but important incidents (March et al. 1991); learning from one's own experience and changing behavior from the "lessons learned"; and experiential learning in the process of innovation are examples of this mode of learning. Knowledge developed through such mode begins as tacit knowledge which is embed
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