Patterned Interactions in Complex Systems: Implications for Exploration

Published Online:https://doi.org/10.1287/mnsc.1060.0626

References

  • Abernathy W. J.The Productivity Dilemma: Roadblock to Innovation in the Automobile Industry (1978) (John Hopkins University Press, Baltimore, MD) Google Scholar
  • Albert R., Barabási A.-L. Statistical mechanics of complex networks. Rev. Modern Phys. (2002) 74:47–97CrossrefGoogle Scholar
  • Albert R., Jeong H., Barabási A.-L. Diameter of the world-wide web. Nature (1999) 401:130–131CrossrefGoogle Scholar
  • Argyris C., Schön D. A.Organizational Learning (1978) (Addison-Wesley, Reading, MA) Google Scholar
  • Ashby W. R.Design for a Brain (1960) 2nd ed.(Wiley, New York) CrossrefGoogle Scholar
  • Axelrod R., Bennett D. S. A landscape theory of aggregation. British J. Political Sci. (1993) 23:211–233CrossrefGoogle Scholar
  • Axelrod R., Mitchell W., Thomas R. E., Bennett D. S., Bruderer E. Coalition formation in standard-setting alliances. Management Sci. (1995) 41:1493–1508LinkGoogle Scholar
  • Baldwin C. Y., Clark K. B.Design Rules: The Power of Modularity (2000) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Barabási A.-L.Linked: The New Science of Networks (2002) (Perseus, Cambridge, MA) Google Scholar
  • Barabási A.-L., Albert R. Emergence of scaling in random networks. Science (1999) 286:509–512CrossrefGoogle Scholar
  • Baum J. A. C., Shipilov A. V., Rowley T. J. Where do small worlds come from? Indust. Corporate Change (2003) 12:697–725CrossrefGoogle Scholar
  • Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28:238–256CrossrefGoogle Scholar
  • Black T. A., Fine C. H., Sachs E. M. A method for systems design using precedence relationships: An application to automotive brake systems. (1990) . Working Paper 3208, Sloan School of Management, Massachusetts Institute of Technology, Cambridge, MAGoogle Scholar
  • Burns T., Stalker G. M.The Management of Innovation (1961) (Tavistock, London, UK) Google Scholar
  • Davis G. F., Yoo M., Baker W. E. The small world of the American corporate elite. Strategic Organ. (2003) 1:301–326CrossrefGoogle Scholar
  • Dong Q. Representing information flow and knowledge management in product design using the design structure matrix. (1999) . Master’s thesis, Mechanical Engineering Department, Massachusetts Institute of Technology, Cambridge, MAGoogle Scholar
  • Eisenhardt K. M., Brown S. L. Patching: Restitching business portfolios in dynamic markets. Harvard Bus. Rev. (1999) 77(May–June):72–82Google Scholar
  • Eppinger S. D., Whitney D. E., Smith R. P., Gebala D. A. A model-based method for organizing tasks in product development. Res. Engrg. Design (1994) 6:1–13CrossrefGoogle Scholar
  • Erdős P., Rényi A. On random graphs. Publicationes Mathematicae (1959) 6:290–297CrossrefGoogle Scholar
  • Ethiraj S. K., Levinthal D. A. Modularity and innovation in complex systems. Management Sci. (2004) 50:159–173LinkGoogle Scholar
  • Fleming L. Recombinant uncertainty in technological search. Management Sci. (2001) 47:117–132LinkGoogle Scholar
  • Gavetti G., Levinthal D. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45:113–137CrossrefGoogle Scholar
  • Ghemawat P., Levinthal D. Choice structures and business strategy. (2000) . Working Paper 01-012, Harvard Business School, Boston, MAGoogle Scholar
  • Ghemawat P., Ricart i Costa J. E. The organizational tension between static and dynamic efficiency. Strategic Management J. (1993) 14:59–73CrossrefGoogle Scholar
  • Guimera R., Uzzi B., Spiro J., Nunes Amaral L. A. Team assembly mechanisms determine collaboration network structure and team performance. Science (2005) 308:697–702CrossrefGoogle Scholar
  • Hannan M. T., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49:149–164CrossrefGoogle Scholar
  • Kauffman S. A.The Origins of Order: Self-Organization and Selection in Evolution (1993) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Kauffman S. A., Levin S. Toward a general theory of adaptive walks on rugged landscapes. J. Theoret. Biol. (1987) 128:11–45CrossrefGoogle Scholar
  • Kauffman S. A., Weinberger E. D. The NK model of rugged fitness landscapes and its application to maturation of the immune response. J. Theoret. Biol. (1989) 141:211–245CrossrefGoogle Scholar
  • Kogut B., Walker G. The small world of Germany and the durability of national networks. Amer. Sociol. Rev. (2001) 66:317–335CrossrefGoogle Scholar
  • Langton C. G. Computation at the edge of chaos: Phase transition and emergent computation. Physica D (1990) 42:12–37CrossrefGoogle Scholar
  • Learned E. P., Christensen C. R., Andrews K. R., Guth W. D.Business Policy: Text and Cases (1961) (Irwin, Homewood, IL) Google Scholar
  • Levinthal D. A. Adaptation on rugged landscapes. Management Sci. (1997) 43:934–950LinkGoogle Scholar
  • Levinthal D. A., Warglien M. Landscape design: Designing for local action in complex worlds. Organ. Sci. (1999) 10:342–357LinkGoogle Scholar
  • Lobo J., Miller J. H., Fontana W. Neutrality in technological landscapes. (2004) . Working paper, Santa Fe Institute, Santa Fe, NMGoogle Scholar
  • MacCormack A., Rusnak J., Baldwin C. Exploring the structure of complex software designs: An empirical study of open source and proprietary code. Management Sci. (2006) 52:1015–1030LinkGoogle Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • Marengo L., Dosi G., Legrenzi P., Pasquali C. The structure of problem-solving knowledge and the structure of organizations. Indust. Corporate Change (2000) 9:757–788CrossrefGoogle Scholar
  • Mascoli G. J. A systems engineering approach to aero engine development in a highly distributed engineering and manufacturing environment. (1999) . System, design and management thesis, Massachusetts Institute of Technology, Cambridge, MAGoogle Scholar
  • McKelvey B. Avoiding complexity catastrophe in coevolutionary pockets: Strategies for rugged landscapes. Org. Sci. (1999) 10:294–321LinkGoogle Scholar
  • Milgram S. The small world problem. Psych. Today (1967) 2:60–67Google Scholar
  • Newman M. E. J. The structure of scientific collaboration networks. Proc. Natl. Acad. Sci. USA (2001) 98:404–409CrossrefGoogle Scholar
  • Osborne S. M. Product development cycle time characterization through modeling of process iteration. (1993) . Master’s thesis (management/engineering), Massachusetts Institute of Technology, Cambridge, MAGoogle Scholar
  • Pimmler T. U., Eppinger S. D. Integration analysis of product decompositions. (1994) . Working Paper 3690-94, Sloan School of Management, Massachusetts Institute of Technology, Cambridge, MAGoogle Scholar
  • Porter M. E. What is strategy? Harvard Bus. Rev. (1996) 74(6):61–78Google Scholar
  • Rivkin J. W. Imitation of complex strategies. Management Sci. (2000) 46:824–844LinkGoogle Scholar
  • Rivkin J. W. Reproducing knowledge: Replication without imitation at moderate complexity. Organ. Sci. (2001) 12:274–293LinkGoogle Scholar
  • Rivkin J. W., Siggelkow N. Balancing search and stability: Interdependencies among elements of organizational design. Management Sci. (2003) 49:290–311LinkGoogle Scholar
  • Schilling M. A. Towards a general modular systems theory and its application to interfirm product modularity. Acad. Management Rev. (2000) 25:312–334CrossrefGoogle Scholar
  • Schilling M. A., Phelps C. Interfirm collaboration networks: The impact of small world connectivity on firm innovation. (2004) . Working paper, New York University, New YorkGoogle Scholar
  • Siggelkow N. Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne. Acad. Management J. (2001) 44:838–857CrossrefGoogle Scholar
  • Siggelkow N. Evolution toward fit. Admin. Sci. Quart. (2002) 47:125–159CrossrefGoogle Scholar
  • Siggelkow N., Levinthal D. Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. (2003) 14:650–669LinkGoogle Scholar
  • Siggelkow N., Rivkin J. W. Speed and search: Designing organizations for turbulence and complexity. Organ. Sci. (2005) 16:101–122LinkGoogle Scholar
  • Simon H. A. The architecture of complexity. Proc. Amer. Philos. Soc. (1962) 106:467–482Google Scholar
  • Solow D., Burnetas A., Roeder T., Greenspan N. S. Evolutionary consequences of selected locus-specific variations in epistasis and fitness contribution in Kauffman’s NK model. J. Theoret. Biol. (1999a) 196:181–196CrossrefGoogle Scholar
  • Solow D., Burnetas A., Tsai M.-C., Greenspan N. S. Understanding and attenuating the complexity catastrophe in Kauffman’s NK a model of genome evolution. Complexity (1999b) 5(1):53–66CrossrefGoogle Scholar
  • Sorenson O., Baum J. A. C. Interorganizational complexity and computation. Companion to Organizations (2002) (Blackwell, Oxford, UK) 664–685Google Scholar
  • Steward D. V. The design structure system: A method for managing the design of complex systems. IEEE Trans. Engrg. Management (1981) 28(3):71–74CrossrefGoogle Scholar
  • Strogatz S. H. Exploring complex networks. Nature (2001) 410:268–276CrossrefGoogle Scholar
  • Thompson J. D.Organizations in Action (1967) (McGraw-Hill, New York) Google Scholar
  • Tushman M. L., O’Reilly C. A. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(4):8–30CrossrefGoogle Scholar
  • Ulrich K. T., Eppinger S. D.Product Design and Development (2007) 4th ed.(McGraw-Hill, New York) Google Scholar
  • Uzzi B., Spiro J. Collaboration and creativity: The small world problem. Amer. J. Sociol. (2005) 111:447–504CrossrefGoogle Scholar
  • Wasserman S., Faust K.Social Network Analysis (1994) (Cambridge University Press, New York) CrossrefGoogle Scholar
  • Watts D., Strogatz S. H. Collective dynamics of “small-world” networks. Nature (1998) 393:440–442CrossrefGoogle Scholar
  • Westhoff F. H., Yarbrough B. V., Yarbrough R. M. Complexity, organization, and Stuart Kauffman’s The Origins of Order. J. Econom. Behav. Org. (1996) 29:1–25CrossrefGoogle Scholar
  • Wheelwright S. C., Clark K. B.Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality (1992) (Free Press, New York) Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.