Prolegomena on Coevolution: A Framework for Research on Strategy and New Organizational Forms

Published Online:https://doi.org/10.1287/orsc.10.5.519

References

  • Abbott A. A primer on sequence methods. Organ. Sci. (1990) 1(4):375–392LinkGoogle Scholar
  • Aldrich H. E.Organizations and Environments (1979) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Aldrich H. E., Mueller S., Staw B. M., Cummings L. L. The evolution of organizational forms: Technology, coordination, and control. Research in Organizational Behavior (1982) 4(JAI Press, Greenwich, CT) 33–87Google Scholar
  • Aldrich H. E., Pfeffer J. Environments of organizations. Annual Rev. Sociology (1976) 2:121–140CrossrefGoogle Scholar
  • Aldrich H. E., Zimmer C., Sexton D., Smilor R. Entrepreneurship through social networks. The Art and Science of Entrepreneurship (1986) (Ballinger, Cambridge, MA) 3–23Google Scholar
  • Anderson P. Complexity theory and organization science. Organ. Sci. (1999a) 10(3):216–232LinkGoogle Scholar
  • Anderson P., Clippinger John. The role of the manager in a self-organizing enterprise. The Biology of Business: Decoding the Natural Laws of Enterprise (1999b) (Jossey-Bass, San Francisco) . ForthcomingGoogle Scholar
  • Anderson P., Meyer A., Eisenhardt K., Carley K., Pettigrew A. Introduction to the special issue: Applications of complexity theory to organization science. Organ. Sci. (1999) 10(3):233–236LinkGoogle Scholar
  • Argyris C., Schön D. A.Organizational Learning: A Theory of Action Perspective (1978) (Addison-Wesley, Reading, MA) Google Scholar
  • Baden-Fuller C., Stopford J. M.Rejuvenating the Mature Business: The Competitive Challenge (1992) (Routledge, NY)Google Scholar
  • Baden-Fuller C., Flier B., Gedajlovic E., Van den Bosch F. A. J., Volberda H. W. Co-evolution of the dutch financial services sector: Describing and analyzing trajectories of strategic renewal. (1999) August 6–11ChicagoPaper presented at the Annual Meeting of the Academy of ManagementGoogle Scholar
  • Bain J. S.Industrial Organization (1959) (Wiley, NY) Google Scholar
  • Barnett W. P., Burgelman R. A. Evolutionary perspectives on strategy. Strategic Management J. (1996) 17(Summer):5–19Google Scholar
  • Barnett W. P., Greve H. R., Park D. Y. An evolutionary model of organizational performance. Strategic Management J. (1994) 15:11–28(Special Issue)CrossrefGoogle Scholar
  • Barnett W. P., Hansen M. T. The red queen in organizational evolution. Strategic Management J. (1996) 17:139–157Supp.CrossrefGoogle Scholar
  • Barney J. B. Firm resources and sustained competitive advantage. J. Management (1991) 17:139–157Google Scholar
  • Baum J. A. C., Clegg Stewart R., Hardy Cynthia, Nord Walter R. Organizational ecology. Handbook of Organization Studies (1996) (Sage, London) 77–114Google Scholar
  • Baum J. A. C., Baum J. A. C., McKelvey B. Whole-part coevolutionary competition in organizations. Variations in Organization Science: In Honor of Donald T. Campbell (1999) 7(Sage, London) 113–135CrossrefGoogle Scholar
  • Baum J. A. C., Korn H. J. Dynamics of dyadic competitive interaction. Strategic Management J. (1999) 20(3):251–278CrossrefGoogle Scholar
  • Baum J. A. C., Singh J. V.Evolutionary Dynamics of Organizations (1994) (Oxford University Press, NY) Google Scholar
  • Beinhocker E. Strategy at the edge of chaos. McKinsey Quart. (1997) 1):25–39Google Scholar
  • Boulding W., Staelin R. Identifying generalizable effects of strategic actions on firm performance: The case of demand-side returns to R&D spending. Marketing Sci. (1995) 14(3):G222–236LinkGoogle Scholar
  • Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34CrossrefGoogle Scholar
  • Brown S. L., Eisenhardt K. M.Competing on the Edge: Strategy as Structured Chaos (1998) (Harvard Business School Press, Boston) Google Scholar
  • Bruderer E., Singh J. V. Organizational evolution, learning, and selection: A genetic-algorithm-based model. Acad. Management J. (1996) 39(5):1322–1349CrossrefGoogle Scholar
  • Burgelman R. A. Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organ. Sci. (1991) 2(3):239–262LinkGoogle Scholar
  • Burgelman R. A. Fading memories: A process theory of strategic business exit in dynamic environments. Admin. Sci. Quart. (1994) 39(1):24–56CrossrefGoogle Scholar
  • Burgelman R. A. A process model of strategic business exit: Implications for an evolutionary perspective on strategy. Strategic Management J. (1996) 17:193–214(Supp., Evolutionary Perspectives on Strategy)CrossrefGoogle Scholar
  • Burns T., Stal1ker G. M.The Management of Innovation(Tavistock, London) Google Scholar
  • Calori R., Lubatkin M., Very P., Veiga J. F. Modelling the origins of nationally bound administrative heritages: A historical institutional analysis of French and British firms. Organ. Sci. (1997) 8(6):681–696LinkGoogle Scholar
  • Carley K. M. Computational and mathematical organization theory: Perspective and directions. Comput. Math. Organ. Theory (1995) 1(1):39–56CrossrefGoogle Scholar
  • Carroll L.Through the Looking Glass & What Alice Found There (1946) (Grosset & Dunlap, New York) Google Scholar
  • Casti J.Complexification: Explaining a Paradoxical World through the Science of Surprise (1994) (HarperCollins, New York) Google Scholar
  • Chan D. The conceptualization and analysis of change over time: An integrative approach incorporating longitudinal mean and covariance structures analysis (LMACS) and multiple indicator latent growth modeling (MLGM). Organ. Res. Methods (1998) 1(4CrossrefGoogle Scholar
  • Chandler A. D.Strategy and Structure: Chapters in the History of the American Industrial Enterprise (1962) (MIT Press, Cambridge, MA) Google Scholar
  • Child J. Organization structure, environment and performance: The role of strategic choice. Sociology (1972) 6(1):1–22CrossrefGoogle Scholar
  • Child J. Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect. Organ. Stud. (1997) 18(1):43–76CrossrefGoogle Scholar
  • Ciborra C. U. The platform organization: Recombining strategies, structures, and surprises. Organ. Stud. (1996) 7(2):103–118Google Scholar
  • Coase R. The nature of the firm. Economica (1937) 386–405Google Scholar
  • Cohen J., Stewart I.The Collapse of Chaos: Discovering Simplicity in a Complex World (1994) (Viking, New York) Google Scholar
  • Cohen W. M., Levinthal D. A. Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35(1):128–152CrossrefGoogle Scholar
  • Conner K. R., Prahalad C. K. A resource-based theory of the firm: Knowledge versus opportunism. Organ. Sci. (1996) 7(5):477–501LinkGoogle Scholar
  • Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Daft R. L., Lewin A. Y. Can organization studies begin to break out of the normal science straitjacket? An editorial essay. Organ. Sci. (1990) 1(1):1–9LinkGoogle Scholar
  • Daft R. L., Lewin A. Y. Where are the theories for the “new” organizational forms? An editorial essay. Organ. Sci. (1993) 4(4):i–ivGoogle Scholar
  • D'Aveni R. A., Gunther R. E.Hyper competition: Managing the Dynamics of Strategic Maneuvering (1994) (The Free Press, New York) Google Scholar
  • Davidow W. H., Malone M. S.The Virtual Corporation: Structuring and Revitalizing the Corporation for the 21st Century (1992) (HarperBusiness, New York) Google Scholar
  • Dijksterhuis M., Van den Bosch F., Volberda H. Where do new organizational forms come from? Management logics as a source of coevolution. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • DiMaggio P., Powell W. The iron cage revisited: Institutional isomorphism, and collective rationality in organization fields. Amer. Sociological Rev. (1983) 48(2):147–160CrossrefGoogle Scholar
  • Djelic M. L., Ainamo A. The coevolution of new organization forms in the fashion industry: A historical and comparative study of France, Italy, and the United States. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Donaldson L. In successful defence of organization theory: A routing of the critics. Organ. Stud. (1988) 9(1):28–32CrossrefGoogle Scholar
  • Duncan R. B., Kilmann Ralph H., Pondy Louis R., Slevin Dennis P. The ambidextrous organization: Designing dual structures for innovation. The Management of Organization Design (1976) (North Holland, New York). v. 1Google Scholar
  • Fiol C. M., Lyles M. A. Organizational learning. Acad. Management Rev. (1985) 10(4):803–813CrossrefGoogle Scholar
  • Galunic D. C., Eisenhardt K. M. The evolution of intracorporate domains: Divisional charter losses in high-technology, multidivisional corporations. Organ. Sci. (1996) 7(3):255–282LinkGoogle Scholar
  • Garud R., Van de Ven A. H. An empirical evaluation of the internal corporate venturing process. Strategic Management J. (1992) 13:93–109CrossrefGoogle Scholar
  • Gersick C. J. G. Revolutionary change theories: A multi-level exploration of the punctuated equilibrium paradigm. Acad. Management Rev. (1991) 16(1):10–36CrossrefGoogle Scholar
  • Grant R. M. Prospering in dynamically competitive environments: Organizational capability as knowledge integration. Organ. Sci. (1996) 7(4):375–387LinkGoogle Scholar
  • Greenwood R., Hinings C. R. Understanding radical organizational change: Bringing together the old and the new institutionalism. Acad. Management Rev. (1996) 21(4):1022–1054CrossrefGoogle Scholar
  • Hamel G. Competition for competence and interpartner learning within international strategic alliances. Strategic Management J. (1991) 12:83–103CrossrefGoogle Scholar
  • Hanaoka Y., Sakano T. Co-evolution of IT-enabled organizational changes in Japanese retailing industry: A longitudinal study (1980–1977). (1999) August 6–11ChicagoPaper presented at Annual Acad. Management MeetingGoogle Scholar
  • Handy C.The Age of Unreason (1995) (Arrow Business Books, London) Google Scholar
  • Hannan M. T., Freeman J. H. The population ecology of organizations. Amer. J. Sociology (1977) 82(5):929–963CrossrefGoogle Scholar
  • Hannan M. T., Freeman J. H. Structural inertia and organizational change. Amer. Sociological Rev. (1984) 49(2):149–164CrossrefGoogle Scholar
  • Hedberg B., Nystrom Paul C., Starbuck William H. How organizations learn and unlearn. Handbook of Organizational Design (1981) 1(Oxford University Press, New York) Google Scholar
  • Hedberg B., Jonsson S. Designing semi-confusing information systems for organizations in changing environments. Accounting, Organ. Soc. (1978) 3(1):47–64CrossrefGoogle Scholar
  • Hedberg B., Nystrom P., Starbuck W. H. Camping on seesaws: Prescriptions for a self-designing organization. Admin. Sci. Quart. (1976) 21(1):41–65CrossrefGoogle Scholar
  • Henderson R., Mitchell W. The interactions of organizational and competitive influences on strategy and performance. Strategic Management J. (1997) 18(Summer Special Issue):5–14CrossrefGoogle Scholar
  • Heylighen F., Campbell D. T. Selection of organization at the social level: Obstacles and facilitators of metasystem transitions. World Futures: J. General Evolution (1995) 181–212Special IssueGoogle Scholar
  • Holland J. H.Emergence: From Chaos to Order (1999) (Addison-Wesley Reading)Google Scholar
  • Hrebiniak L. G., Joyce W. F. Organizational adaptation: Strategic choice and environmental determinism. Admin. Sci. Quart. (1985) 30(Sept.):336–349CrossrefGoogle Scholar
  • Huber G. P. Organizational learning: The contributing processes and literatures. Organ. Sci. (1991) 2(1):88–115LinkGoogle Scholar
  • Huber G. P., Van de Ven A. H.Longitudinal Field Research Methods: Studying Processes of Organizational Change (1995) (Sage, Thousand Oaks, CA) Google Scholar
  • Hunter S. D. Information technology and organization structure. (1999) . Unpublished dissertation, Duke University, Durham, NCGoogle Scholar
  • Huygens M. Co-evolution of capabilities and competition: A study of the music industry. (1999) . Rotterdam, Ph.D. Series in General Management, Rotterdam School of Management 33. Rotterdam, The NetherlandsGoogle Scholar
  • Ilinitch A. Y., Lewin A. Y., D'Aveni R. A.Managing in Times of Disorder: Hypercompetitive Organizational Responses (1998) (Sage, Thousand Oaks, CA) Google Scholar
  • Ingram P., Roberts P. W., Baum J. A. C., McKelvey B. Suborganizational evolution in the U.S. pharmaceutical industry. Variations in Organization Science: In Honor of Donald T. Campbell (1999) (Sage, London) CrossrefGoogle 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. Technology and evolution: Escaping the Red Queen effect. McKinsey Quart. (1995) 1):118–1291995Google Scholar
  • Khandwalla P. N.The Design of Organizations (1977) (Harcourt Brace Jovanovich, New York) Google Scholar
  • Kieser A. Organizational, institutional, and societal evolution: Medieval craft guilds and the genesis of formal organizations. Admin. Sci. Quart. (1989) 34(4):540–564CrossrefGoogle Scholar
  • Kieser A. Why organization theory needs historical analyses—And how this should be performed. Organ. Sci. (1994) 5(4):608–620LinkGoogle Scholar
  • Koza M. P., Lewin A. Y. The co-evolution of strategic alliances. Organ. Sci. (1998) 9(3):255–264LinkGoogle Scholar
  • Lant T. K., Mezias S. Managing discontinuous change: A simulation study of organizational learning and entrepreneurship. Strategic Management J. (1990) 11(Summer):147–179Google Scholar
  • Lawless M. W., Lewin A. Y., Kim J. Evolution of alliances in increasingly turbulent environments: U.S. telecommunications, 1986–1998. (1999) Strategic Management Society, 19th Annual International ConferenceBerlin, GermanyGoogle Scholar
  • Lawrence P. R., Lorsch J. W.Organization and Environment: Managing Differentiation and Integration (1967) (Division of Research, Graduate School of Business Administration, Harvard University, Boston) Google Scholar
  • Learned E. P.Business Policy: Text and Cases (1969) (R. D. Irwin, Homewood, IL) Google Scholar
  • Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13(Special Issue):111–125CrossrefGoogle Scholar
  • Levinthal D. A. Random walks and organizational mortality. Admin. Sci. Quart. (1991) 36(3):397–420CrossrefGoogle Scholar
  • Levinthal D. A. Adaptation on rugged landscapes. Management Sci. (1997) 43(7):934–950LinkGoogle Scholar
  • Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14(Special Issue):95–112CrossrefGoogle Scholar
  • Levinthal D. A., Myatt J. Co-evolution of capabilities and industry: The evolution of mutual fund processing. Strategic Management J. (1994) 15(Special Issue):45–62CrossrefGoogle Scholar
  • Levitt B., March J. G., Scott W. R. Organizational learning. Annual Review of Sociology (1988) (CA)319–34014 Annual Reviews, Palo AltoCrossrefGoogle Scholar
  • Lewin A. Y. Application of complexity theory to organization science. Organ. Sci. (1999) 10(3):215LinkGoogle Scholar
  • Lewin A. Y., Long C. P., Carroll T. N. The coevolution of new organizational forms. Organ. Sci. (1999) 10(5). This issueGoogle Scholar
  • Lewin A. Y., Stephens C. U., Huber G. P., Glick W. H. Designing postindustrial organizations: Combining theory and practice. Organizational Change and Redesign (1993) (Oxford University Press, NY) 393–409Google Scholar
  • Lewin A. Y., Weigelt C.Co-Evolution of the U.S. Commercial Banking Industry: A Longitudinal Analysis of Mergers As a Strategy of Wealth Creation (1982–1997) (1999) August 6–11ChicagoAnnual Meeting of the Academy of ManagementGoogle Scholar
  • Lippman S. L., Rumelt R. P. Uncertain imitability: An analysis of interfirm differences in efficiency under competition. Bell J. Econom. (1982) 13(2):418–438CrossrefGoogle Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87LinkGoogle Scholar
  • March J. G., Baum Joel A. C., Singh Jitendra V. The evolution of evolution. Evolutionary Dynamics of Organizations (1994) (Oxford University Press, New York) 501Google Scholar
  • March J. G. The future, disposable organizations, and the rigidities of imagination. Organization (1995) 2(3/4):427–440CrossrefGoogle Scholar
  • Mason I. E. The current status of the monopoly problem in the U.S. Harvard Law Rev. (1949) 62(8CrossrefGoogle Scholar
  • McKelvey B. Quasi-natural organization science. Organ. Sci. (1997) 8(4):352–380LinkGoogle Scholar
  • Mezias S. J., Lant T. K., Baum J. A. C., Singh J. V. Mimetic learning and the evolution of organizational populations. Evolutionary Dynamics of Organizations (1994) (Oxford University Press, New York) Google Scholar
  • Miles R. E., Snow C. C.Organizational Strategy, Structure, and Process (1978) (McGraw-Hill, New York) Google Scholar
  • Miles R. E., Snow C. C. Organizations: New concepts for new forms. California Management Rev. (1986) 28(3):62–73CrossrefGoogle Scholar
  • Miles R. E., Snow C. C.Fit, Failure, and the Hall of Fame: How Companies Succeed or Fail (1994) (Free Press, New York) Google Scholar
  • Miles R. E., Snow C. C., Mathews J. A., Miles G., Coleman H. J. Organizing in the knowledge age: Anticipating the cellular form. Acad. Management Executive (1997) 11(4):7–20Google Scholar
  • Miller D.The Icarus Paradox: How Exceptional Companies Bring about Their Own Downfall (1990) (Harper-Collins, New York) Google Scholar
  • Miller D., Chen M.-J. Sources and consequences of competitive inertia: A study of the U.S. airline industry. Admin. Sci. Quart. (1994) 39(1CrossrefGoogle Scholar
  • Miller D., Friesen P. H. The longitudinal analysis of organizations. Management Sci. (1982) 28(9LinkGoogle Scholar
  • Mintzberg H.The Structuring of Organizations: A Synthesis of the Research (1979) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Nelson R. R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (Belknap, Cambridge, MA) Google Scholar
  • Nonaka I., Takeuchi H.The Knowledge-Creating Company (1995) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Obel B., Eriksen B., Sondergaard M., Sorensen B. G. Co-evolution and organizational consequences of mergers in Danish financial services industry 1985–1996. (1999) August 6–11ChicagoAnnual Meeting of the Academy of ManagementGoogle Scholar
  • Penrose E. T.The Theory of the Growth of the Firm (1959) (Wiley, New York) Google Scholar
  • Peteraf M. A. The cornerstones of competitive advantage: A resource-based view. Strategic Management J. (1993) 14(3):179–191CrossrefGoogle Scholar
  • Pettigrew A.The Awakening Giant: Continuity and Change in Imperial Chemical Industries (1985) (Basil Blackwell, Oxford) Google Scholar
  • Pettigrew A., Pennings J. M. Examining change in the long-term context of culture and politics. Organizational Strategy and Change (1995) (Jossey-Bass, San Francisco) 269–318and AssociatesGoogle Scholar
  • Porter M. E.Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980) (Free Press, New York) Google Scholar
  • Porter M. E.Competitive Advantage: Creating and Sustaining Superior Performance (1985) (Free Press, New York) Google Scholar
  • Prigogine I., Stengers I.Order out of Chaos: Man's New Dialogue with Nature (1984) (Bantam Books, New York) Google Scholar
  • Romanelli E. The evolution of new organizational forms. Annual Rev. Sociology (1991) 17:79–103CrossrefGoogle Scholar
  • Rosenkopf L., Nerkar A., Baum J. A. C., McKelvey B. On the complexity of technological evolution: Exploring coevolution within and across hierarchical levels in optical disc technology. Variations in Organization Science: In Honor of Donald T. Campbell (1999) (Sage, London) CrossrefGoogle Scholar
  • Sabherwal R., Robey D. An empirical taxonomy of implementation processes based on sequences of events in information system development. Organ. Sci. (1993) 4(4):548–576LinkGoogle Scholar
  • Sakano T., Lewin A. Y. Impact of CEO succession in Japanese companies: A coevolutionary perspective. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Sanderson S. W., Uzumeri M.Managing Product Families (1997) (Irwin, Chicago) Google Scholar
  • Schumpeter J. A.Capitalism, Socialism and Democracy (1950) (Harper & Brothers, New York) Google Scholar
  • Shepard H. A. Innovation-resisting and innovation-producing organizations. J. Bus. (1967) 40(4):470–477CrossrefGoogle Scholar
  • Stinchcombe A. L., March J. G. Organizations and social structure. Handbook of Organizations (1965) (Rand McNally, Chicago) 142–193Google Scholar
  • Teece D. J. Economic analysis and strategic management. California Management Rev. (1984) 26(Spring):87–110CrossrefGoogle Scholar
  • Teece D. J., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533CrossrefGoogle Scholar
  • Teece D. J., Rumelt R., Dosi G., Winter S. Understanding corporate coherence: Theory and evidence. J. Econom. Behavior and Organ. (1993) 23(1):1–30CrossrefGoogle Scholar
  • Thompson J. D.Organizations in Action: Social Science Bases of Administrative Theory (1967) (McGraw-Hill, New York) Google Scholar
  • Tushman M. L., Anderson P. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31(3):439–465CrossrefGoogle Scholar
  • Tushman M. L., I. O'Reilly C. A. The ambidextrous organization: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(4):8–30CrossrefGoogle Scholar
  • Tushman M. L., Romanelli E., Staw B. M., Cummings L. L. Organizational evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior (1985) (JAI, Greenwich, CT) 171–222Google Scholar
  • Tushman M. L., Rosenkopf L. Executive succession, strategic reorientation and performance growth: A longitudinal study in the U.S. cement industry. Management Sci. (1996) 42(7):939–953LinkGoogle Scholar
  • Utikal H., Schliebusch O., Theuvsen L.From hierarchy to market: Co-evolution of new forms of organizing in the German automotive and chemical industry (1999) August 6–11ChicagoAnnual Meeting of the Academy of ManagementGoogle Scholar
  • Utterback J. M., Abernathy W. J. A dynamic model of process and product innovation. Omega (1975) 3(6):639–656CrossrefGoogle Scholar
  • Van de Ven A. H., Grazman D. N., Baum J. A. C., McKelvey B. Evolution in a nested hierarchy. A genealogy of twin cities health care organizations, 1853–1995. Variations in Organization Science: In Honor of Donald T. Campbell (1999) (Sage, London) CrossrefGoogle Scholar
  • Van den Bosch F., Volberda H., de Boer M. Coevolution of firm absorptive capacity and knowledge environment: Organizational forms and combinative capabilities. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Van Valen L. A new evolutionary law. Evolutionary Theory (1973) 1:1–30Google Scholar
  • Volberda H. W. Toward the flexible form: How to remain vital in hypercompetitive environments. Organ. Sci. (1996) 7(4):359–374LinkGoogle Scholar
  • Volberda H. W.Building the Flexible Firm: How to Remain Competitive (1998) (Oxford University Press, New York) Google Scholar
  • Webb D., Pettigrew A. The temporal development of strategy: Patterns in the U.K. insurance industry. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Weber M.Economy and Society: An Outline of Interpretive Sociology (1978/1910) (University of California Press, Berkeley) . Translated by G. Roth, C. WittichGoogle Scholar
  • Weick K. E.The Social Psychology of Organizing (1979) (Addison-Wesley, Reading, MA) Google Scholar
  • Weick K. E., Goodman P. S. Management of organizational change among loosely coupled elements. Change in Organizations: New Perspectives on Theory, Research, and Practice (1982) (Jossey-Bass, San Francisco) 375–408Google Scholar
  • Weick K. E. Improvisation as a mindset for organizational analysis. Organ. Sci. (1998) 9(5):543–555LinkGoogle Scholar
  • v. Werder A. Argumentation rationality of management decisions. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Wernerfelt B. A resource-based view of the firm. Strategic Management J. (1984) 5(2CrossrefGoogle Scholar
  • Whittington R., Pettigrew A., Peck S., Fenton E., Conyon M. Change and complementarities in the new competitive landscape: A European panel study, 1992–1996. Organ. Sci. (1999) 10(5). This issueLinkGoogle Scholar
  • Williamson O. E.Markets and Hierarchies (1975) (Free Press, New York) Google Scholar
  • Williamson O. E. Comparative economic organization: The analysis of discrete structural alternatives. Admin. Sci. Quart. (1991) 36(2):269–296CrossrefGoogle Scholar
  • Winter S. G., Teece David J. Knowledge and competence as strategic assets. The Competitive Challenge: Strategies for Industrial Innovation and Renewal (1987) (Ballinger, Cambridge, MA) Google Scholar
  • Woodward J.Industrial Organization: Theory and Practice (1965) (Oxford University 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.