Shoes that walk giant into a trap: How managerial mindset can turn success into failure Available to Purchase

Examines how the British Shoe Corporation eventually failed because, as a result of the strength of its predominant managerial mental model, it fell into a number of exploitative learning‐capability traps.

Considers the core concepts involved before moving on to examine how and why it fell into the various capability‐learning traps.

Argues that the firm's predominant managerial mental model had a significant impact on its capability learning.

Provides advice on ways to prevent firms falling into the same sorts of learning traps as the British Shoe Corporation.

Discusses practical strategies that other firms can adopt to avoid suffering the same outcome.