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PurposeThis study aims to examine the role of exploitative learning in entrepreneurial opportunity recognition at the time of war and peace.Design/methodology/approachThe paper utilises some unique longitudinal oral history narratives collected from informants from a family business.FindingsAt the time of war and conflict, risk and physical immobility restricted exploitation within a narrowly confined geographical and knowledge contexts.Research limitations/implicationsThe author’s case illustrates that success under such condition is largely determined by whether one can efficiently exploit one’s existing capabilities under contextual and circumstantial constraints and to reconfigure one’s capabilities utilising local knowledge and resources. When peace returns, the findings indicate that 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.Originality/valueThis is the first paper examining exploration and exploitation learning at the time of war and conflict.

Exploitative learning and entrepreneurial opportunity recognition of a family business in Hong Kong during and after the Second World War