Organizations learn from the market, political, and societal responses to their actions. While in some cases both the actions and responses take place in an open manner, in many others, some aspects may be hidden from external observers. The Eurovision Song Contest offers an interesting example to study organizational level learning at two levels: organizers and participants. We find evidence for changes in the rules of the Contest in response to undesired outcomes such as runaway winners. We also find strong evidence of participant learning in the characteristics of competing songs over the 70-years of the Contest. English has been adopted as the lingua franca of the competing songs and pop has become the standard genre. Number of words of lyrics has also grown in response to this collective learning. Remarkably, we find evidence that four participating countries have chosen to ignore the "lesson" that English lyrics increase winning probability. This choice is consistent with utility functions that award greater value to featuring national language than to winning the Contest. Indeed, we find evidence that some countries -- but not Germany -- appear to be less susceptible to "peer" pressure. These observations appear to be valid beyond Eurovision.

翻译：组织会从市场、政治和社会对其行为的反馈中学习。尽管在某些情况下，行为和反馈都以公开方式进行，但在许多其他情况下，某些方面可能对外部观察者隐藏。欧洲歌唱大赛为研究组织层面学习提供了一个有趣的案例，涉及两个层面：组织者和参赛者。我们发现证据表明，大赛规则会针对不受欢迎的结果（如压倒性胜利者）进行调整。同时，在赛事70年的历史中，我们也发现了参赛者在参赛歌曲特征方面存在显著学习效应的有力证据：英语已成为参赛歌曲的通用语言，流行乐成为标准音乐类型。歌词字数也随着这种集体学习过程而增加。值得注意的是，我们发现四个参赛国选择忽略"英语歌词提高获胜概率"这一"经验教训"。这种选择符合其效用函数，即赋予使用民族语言比赢得比赛更高的价值。事实上，我们发现部分国家（不包括德国）似乎较少受到"同侪"压力的影响。这些观察结论在欧洲歌唱大赛之外似乎同样具有有效性。