This study uses a social learning theory framework to explore how members of an inter-organizational field surrounding the chemical industry learned vicariously from crises. In this context, the article examines the four vicarious learning processes: attention, retention, motor reproduction, and motivation. The article analyzes strategies used by the American Chemistry Council that correspond with these processes to explain why vicarious learning occurred among multiple organizations in the industry. Finally, the article suggests propositions for future research and discusses implications for practice.
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