Inertia and Incentives: Bridging Organizational Economics and Organizational Theory

Published Online:https://doi.org/10.1287/orsc.1050.0154

References

  • Adams J. S. Toward and understanding of inequity. J. Abnormal Soc. Psych. (1963) 67(5):422–436CrossrefGoogle Scholar
  • Ancona D. G., Kochan T. A., Scully M., Van Maanen J., Westney D. E.Managing for the Future: Organizational Behavior & Processes (1999) 2nd ed.(South Western College Publishing)Google Scholar
  • Anderson E. M., Trinkle B.Outsourcing the Sales Function: The Real Cost of Field Sales (2005) (Thomson, Australia; Mason, Ohio) Google Scholar
  • Argyris C.Overcoming Organizational Defenses: Facilitating Organizational Learning (1990) (Allyn and Bacon, Boston, MA) Google Scholar
  • Baker G., Gibbons R., Murphy K. J. Subjective performance measures in optical incentive contracts. Quart. J. Econom. (1994) 109(4):1125–1156CrossrefGoogle Scholar
  • Baker G., Gibbons R., Murphy K. J. Bringing the market inside the firm? Amer. Econom. Rev. (2001) 91(2):212–218CrossrefGoogle Scholar
  • Barley S. R., Kunda G. Bring work back in. Organ. Sci. (2001) 12(1):76–95LinkGoogle Scholar
  • Barnett W. P., Carroll G. R. Modeling internal organizational-change. Annual Rev. Sociology (1995) 21:217–236CrossrefGoogle Scholar
  • Barr P. S., Stimpert J. L., Huff A. S. Cognitive change, strategic action, and organizational renewal. Strategic Management J. (1992) 13(Special Issue):15–36CrossrefGoogle Scholar
  • Benford R. D. An insider’s critique of the social movement framing perspective. Sociological Inquiry (1997) 67(4):409–430CrossrefGoogle Scholar
  • Benford R. D., Snow D. A. Framing processes and social movements: An overview and assessment. Annual Rev. Sociology (2000) 26:611–639CrossrefGoogle Scholar
  • Block Z., MacMillan I. C.Corporate Venturing: Creating New Businesses Within the Firm (1993) (Harvard Business School Press, Boston, MA) Google Scholar
  • Block Z., Ornati O. Compensating corporate venture managers. J. Bus. Venturing (1987) 2(1):41–51CrossrefGoogle Scholar
  • Bower J. L. Teradyne: The Aurora Project, 9-397-194. (1997) (Harvard Business School Case Study, Boston, MA) Google Scholar
  • Burgelman R. A.Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future (2002) (Free Press, New York) Google Scholar
  • Burns T., Stulker G. M.The Management of Innovation. (1961) (Tavistock Publications, London, UK) Google Scholar
  • Chandy R. K., Tellis G. J. The incumbent’s curse? Incumbency, size, and radical product innovation. J. Marketing (2000) 64(3):1–17CrossrefGoogle Scholar
  • Chesbrough H. W. The differing organizational impact of technological change: A comparative theory of national institutional factors. Indust. Corporate Change (1999) 8(3):447–485CrossrefGoogle Scholar
  • Chesbrough H. W., Burgelman R., Chesborough H. W. Assembling the elephant: A review of empirical studies on the impact of technical change upon incumbent firms. Comparative Studies of Technological Evolution (2001) 7(JAI Press, Greenwich, CT) 1–36CrossrefGoogle Scholar
  • Christensen C. M.The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (1997) (Harvard Business School Press, Boston, MA) Google Scholar
  • Christensen C. M., Rosenbloom R. S. Explaining the attacker’s advantage: Technological paradigms, organizational dynamics, and the value network. Res. Policy (1995) 24(2):233–257CrossrefGoogle Scholar
  • Christensen C. M., Suarez F. F., Utterback J. M. Strategies for survival in fast-changing industries. Management Sci. (1998) 44(12):207–220LinkGoogle Scholar
  • Cohendet P., Llerena P. Routines and incentives: The role of communities in the firm. Indust. Corporate Change (2003) 12(2):271–297CrossrefGoogle Scholar
  • Cooper A. C., Schendel D. Strategic responses to technological threats. Bus. Horizons (1976) 19(1):61–69CrossrefGoogle Scholar
  • Coriat B., Dosi G., Chandler A. D., Hagstrom P., Solvell O. Learning how to govern and learning how to solve problems: On the co-evolution of competences, conflicts and organizational routines. The Dynamic Firm: The Role of Technology, Strategy, Organization and Regions (1998) (Oxford University Press, Oxford, UK; New York) 103–133Google Scholar
  • Daft R. L., Weick K. E. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9(2):284–295CrossrefGoogle Scholar
  • Dosi G., Levinthal D. A., Marengo L. Bridging contested terrain: Linking incentive-based and learning perspectives on organizational evolution. Indust. Corporate Change (2003) 12(2):413–436CrossrefGoogle Scholar
  • Dowell G., Swaminathan A., Wade J. B. Pretty pictures and ugly scenes: Political and technological maneuvers in high definition television. Adv. Strategic Management (2002) 19:97–133CrossrefGoogle Scholar
  • Dyer L., Parker D. Classifying outcomes in work motivation research: Examination of intrinsic-extrinsic dichotomy. J. Appl. Psych. (1975) 60(4):455–458CrossrefGoogle Scholar
  • Eisenhardt K. M. Making fast strategic decisions in high-velocity environments. Acad. Management J. (1989) 32(3):543–576CrossrefGoogle Scholar
  • Finkelstein S.Why Smart Executives Fail and What You Can Learn from Their Mistakes (2003) (Portfolio, New York) Google Scholar
  • Foss N. J. Selective intervention and internal hybrids: Interpreting and learning from the rise and decline of the Oticon spaghetti organization. Organ. Sci. (2003) 14(3):331–349LinkGoogle Scholar
  • Garud R., Karnoe P., Garud R., Karnoe P. Path creation as a process of mindful deviation. Path Dependence and Creation (2001) (Lawrence Erlbaum, Mahwah, NJ) 1–28Google Scholar
  • Garud R., Karnoe P. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Res. Policy (2003) 32(2):277–300CrossrefGoogle Scholar
  • Gatignon H., Tushman M. L., Smith W., Anderson P. A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics. Management Sci. (2002) 48(9):1103–1122LinkGoogle Scholar
  • Gavetti G., Levinthal D. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45(1):113–137CrossrefGoogle Scholar
  • Gavetti G., Henderson R., Giorgi S. Kodak (A), 9-703-503. (2004) (Harvard Business School Case Study, Boston, MA) Google Scholar
  • Gerstner L. V.Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround (2002) (HarperBusiness, New York) Google Scholar
  • Ghoshal S. Andersen Consulting (Europe): Entering the business of business integration, 392-055-1. (1992) (Fontainebleau, France) . INSEAD case studyGoogle Scholar
  • Gioia D., Sims H. P. J., Gioia D. A. Symbols, scripts and sensemaking: Creating meaning in the organizational experience. The Thinking Organization (1986) (Jossey-Bass Publishers, San Francisco, CA) 49–74Google Scholar
  • Hannan M. T., Freeman J. Structural inertia and organizational change. Amer. Sociological Rev. (1984) 49:149–164CrossrefGoogle Scholar
  • Henderson R. M. Underinvestment and incompetence as responses to radical innovation: Evidence from the photolithographic alignment equipment industry. RAND J. Econom. (1993) 24(2):248–270CrossrefGoogle Scholar
  • Henderson R. M., Clark K. B. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35(1):9–30CrossrefGoogle Scholar
  • Holmstrom B. Agency costs and innovation. J. Econom. Behavior Organ. (1989) 12(3):305–327CrossrefGoogle Scholar
  • Holmstrom B., Milgrom P. Multitask principal-agent analyses: Incentive contracts, asset ownership and job design. J. Law Econom. (1991) 7:24–52CrossrefGoogle Scholar
  • Johnson G., Smith S., Codling B. Microprocesses of institutional change in the context of privatization. Acad. Management Rev. (2000) 25(3):572–580CrossrefGoogle Scholar
  • Kanter R. M.When Giants Learn to Dance: Mastering the Challenge of Strategy, Management, and Careers in the 1990s (1989) (Simon and Schuster, New York) Google Scholar
  • Kaplan S. Framing contests: Strategy making during a technological discontinuity. (2005) (University of Pennsylvania, Philadelphia, PA). Working paper Wharton SchoolGoogle Scholar
  • Kerr S. On the folly of rewarding A., while hoping for B. Acad. Management J. (1975) 18(4):769–783CrossrefGoogle Scholar
  • Kidder T.The Soul of a New Machine (1981) (Little Brown and Co., Boston, MA) Google Scholar
  • Kiesler S., Sproull L. Managerial response to changing environments: Perspectives on problem sensing from social cognition. Admin. Sci. Quart. (1982) 27(4):548–570CrossrefGoogle Scholar
  • Knight F. H.Risk, Uncertainty and Profit (1921/1965) (Harper &Row, Publishers, New York) . (Orig. published in 1921 Hart, Schaffner & Marx.)Google Scholar
  • Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3(3):383–397LinkGoogle Scholar
  • Kogut B., Zander U. What firms do? Coordination, identity, and learning. Organ. Sci. (1996) 7(5):502–518LinkGoogle Scholar
  • Kuhn T. S.The Essential Tension: Selected Studies in Scientific Tradition and Change (1977) (University of Chicago Press, Chicago, IL) CrossrefGoogle Scholar
  • Landes D. S.The Unbound Prometheus: Technological Change and Industrial Development in Western Europe from 1750 to the Present (1969) (Cambridge University Press, Cambridge, UK) Google Scholar
  • Lazear E. Performance pay and productivity. Amer. Econom. Rev. (2000) 90(5):1346–1361CrossrefGoogle 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
  • Levin J. Relational incentive contracts. Amer. Econom. Rev. (2003) 93(3):835–857CrossrefGoogle Scholar
  • Levinthal D. A. Adaptation on rugged landscapes. Management Sci. (1997) 43(7):934–950LinkGoogle Scholar
  • Lind E. A., Tyler T. R.The Social Psychology of Procedural Justice (1988) (Plenum Press, New York) CrossrefGoogle Scholar
  • Louis M. R. Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings. Admin. Sci. Quart. (1980) 25(2):226–251CrossrefGoogle Scholar
  • Lounsbury M., Ventresca M. J., Hirsch P. M. Social movements, field frames and industry emergence: A cultural-political perspective on U.S. recycling. Socio-Econom. Rev. (2003) 1:71–104CrossrefGoogle Scholar
  • Majumdar B. A.Innovations, Product Developments, and Technology Transfers: An Empirical Study of Dynamic Competitive Advantage, The Case of Electronic Calculators (1982) (University Press of America, Washington, D.C) Google Scholar
  • Nelson R. R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (The Belknap Press of Harvard University Press, Cambridge, MA) Google Scholar
  • Ocasio W. Towards an attention-based view of the firm. Strategic Management J. (1997) 18(Special Issue Supplement):187–206CrossrefGoogle Scholar
  • Personal communication (2005) . Anderson employee with HendersonGoogle Scholar
  • Pfeffer J., Williamson O. E. Incentives in organizations: The importance of social relations. Organization Theory: From Chester Barnard to the Present and Beyond (1990) (Oxford University Press, New York) Google Scholar
  • Rao H., Monin P., Durand R. Institutional change in Toque Ville: Nouvelle cuisine as an identity movement in French gastronomy. Amer. J. Sociology (2003) 108(4):795–843CrossrefGoogle Scholar
  • Rothaermel F. Incumbent’s advantage through exploiting complementary assets via interfirm cooperation. Strategic Management J. (2001) 22(6–7):687–699CrossrefGoogle Scholar
  • Spender J. C., Eden C., Spender J. The dynamics of individual and organizational knowledge. Managerial and Organizational Cognition (1998) (Sage Publications, London, UK) 13–29Google Scholar
  • Stark D. For a sociology of worth. Keynote Address for the Meetings of the European Association of Evolutionary Political Economy (2000) Berlin, Germany(November 2–4, 2000). www.coi.columbia.edu/pdf/Stark_fsw.pdfGoogle Scholar
  • Stinchcombe A. L., March J. G. Social structure and organizations. Handbook of Organizations (1965) (Rand McNally, Chicago, IL) 149–193Google Scholar
  • Tripsas M. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Indust. Corporate Change (1997) 6(2):341–377CrossrefGoogle Scholar
  • Tripsas M., Gavetti G. Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. (2000) 21(10/11):1147–1161CrossrefGoogle Scholar
  • Tushman M. L., Anderson P. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31(3):439–465CrossrefGoogle Scholar
  • Tushman M., O’Reilly C. A.Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (1997) (Harvard Business School Press, Boston, MA) CrossrefGoogle Scholar
  • Utterback J. M.Mastering the Dynamics of Innovation (1994) (Harvard Business School Press, Cambridge, MA) Google Scholar
  • Weick K. E.Sensemaking in Organizations (1995) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Weick K. E., Roberts K. H. Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. (1993) 38(3):357–381CrossrefGoogle Scholar
  • Wheelwright S. C., Clark K. B.Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality (1992) (Free Press, New York; Toronto, Canada) Google Scholar
  • Winograd T., Flores F.Understanding Computers and Cognition: A New Foundation for Design (1986) (Ablex Pub. Corp., Norwood, NJ) 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.