Exploitative Learning and Entrepreneurial Opportunity Recognition of a Family Business in Hong Kong during and after the Second World War

This study examines the role of exploitative learning in entrepreneurial opportunity recognition at the time of war and peace. Utilising some unique, qualitative, longitudinal oral history interviews collected from informants from a family business, our qualitative finding indicates that, at the time of war and conflict, risk and physical immobility restricted exploitation within a narrowly confined geographical and knowledge contexts. Our case illustrates that success under such condition is largely determined by whether one can efficiently exploit their existing capabilities under contextual and circumstantial constraints, and to reconfigure their capabilities utilising local knowledge and resources. When peace returns, our findings indicate whilst there is no obvious external barrier for radical exploration, exploitation success during war and conflict may result in competency trap, undermining an organisation’s transformation after war and conflict.