There is a developing consensus about the elements of the corporate responsiveness process. There are two views, however, of how that process operates in specific cases. In this article, a firm whose previous responses to public issues have been classic illustrations of both applications models was examined to determine whether, or how, organizational learning occurred. The results of the study show that learning occurs with respect to individual issues, not across issues, and that management commitment to responsiveness is not unitary, but changes over the life of the issue.
- © 1978 The Regents of the University of California