Vicarious Learning Without Knowledge Differentials

Vicarious learning is a vital component of organizational learning. We theorize and model two fundamental processes underlying vicarious learning: observation actions (learning what they do) vs. belief sharing think). The analysis our points to three key insights. First, through either process beneficial even when no agent in system learners begins with knowledge advantage. Second, not universally better than mutual outcomes. Specifically, enabling observability outcomes superior beliefs the task environment features few alternatives large differences their value there are time pressures. Third, symmetry fact adversely affects but improves observational All results shown be consequence how self-confirming biased beliefs.