Probabilistic reasoning in intelligent systems: networks of plausible inference
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Management Science
Causality: models, reasoning, and inference
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Introduction to Bayesian Networks
Introduction to Bayesian Networks
Probabilistic Networks and Expert Systems
Probabilistic Networks and Expert Systems
Equivalence and synthesis of causal models
UAI '90 Proceedings of the Sixth Annual Conference on Uncertainty in Artificial Intelligence
Bayesian Artificial Intelligence
Bayesian Artificial Intelligence
Imitation of Complex Strategies
Management Science
Subjective Rationality, Self-Confirming Equilibrium, and Corporate Strategy
Management Science
Learning Bayesian Networks
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Strong completeness and faithfulness in Bayesian networks
UAI'95 Proceedings of the Eleventh conference on Uncertainty in artificial intelligence
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This paper presents the first formal examination of role of causal ambiguity as a barrier to imitation. Here, the aspiring imitator faces a knowledge (i.e., “capabilities-based”) barrier to imitation that is both causal and ambiguous in a precise sense of both words. Imitation conforms to a well-explicated process of learning by observing. I provide a precise distinction between the intrinsic causal ambiguity associated with a particular strategy and the subjective ambiguity perceived by a challenger. I find that intrinsic ambiguity is a necessary but insufficient condition for a sustained capability-based advantage. I also demonstrate that combinatorial complexity, a phenomenon that has attracted the recent attention of strategy theorists, and causal ambiguity are distinct barriers to imitation. The former acts as a barrier to explorative/active learning and the latter as one to absorptive/passive learning. One implication of this is that learning by doing and learning by observing are complementary strategic activities, not substitutes---in most cases, we should expect firm strategies to seek performance enhancement using efforts of both types.