Strategic learning, foresight and hyperopia
研究了高管团队集体表现出“远视”现象（即擅长处理远期问题但忽视眼前事务），通过实地案例探讨其成因，发现过度依赖远见学习而忽视经验学习会导致该问题，建议平衡不同时空和认知范围的学习机制。
Analogous to long-sightedness, hyperopia describes the condition of being able to grasp with acuity matters which are far removed from current experience (temporally, spatially or cognitively) while encountering difficulty in interpreting and acting on that which is close at hand. We examine data from a top management team’s activity in which they collectively display a hyperopic approach. A single in-depth field study is analysed retroductively to examine the plausibility of potential causal mechanisms that might explain the emergence of hyperopia. In the case examined, hyperopia appears to emerge from a strategic learning approach that emphasises foresightful learning mechanisms while neglecting experiential learning from direct exposure to operations. To avoid the emergence of pathologies of managerial approaches, such as hyperopia or myopia, practitioners are encouraged to engage with balanced strategic learning mechanisms of varying temporal, spatial and cognitive scope.