Emergent by Design: Performance and Transformation at Infosys Technologies

Published Online:https://doi.org/10.1287/orsc.1050.0179

References

  • Argote L.Organizational Learning: Creating, Retaining, and Transferring Knowledge (1999) (Kluwer Academic Publishers, Boston, MA) Google Scholar
  • Baldwin C., Clark K.Design Rules: The Power of Modularity (2000) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28:238–274CrossrefGoogle Scholar
  • Boland R., Collopy F.Managing as Designing (2004) (Stanford University Press, Stanford, CA) Google Scholar
  • Bowker G. C., Star S. L.Sorting Things Out: Classification and Its Consequences (1999) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Bruner J.Acts of Meaning (1990) (Harvard University Press, Cambridge, MA) Google Scholar
  • Burgelman R. Strategy as vector and the inertia of coevolutionary lock-in. Admin. Sci. Quart. (2002) 47:325–357CrossrefGoogle Scholar
  • Ciborra C. U. The platform organization: Recombining strategies, structures, and surprises. Organ. Sci. (1996) 7(2):103–118LinkGoogle Scholar
  • Cooper D., Hinings C. R., Greenwood R., Brown J. Sedimentation and transformation in organizational change: The case of Canadian law firms. Organ. Stud. (1996) 17(4):623–647CrossrefGoogle Scholar
  • Davenport T. H., Prusak L.Working Knowledge: How Organizations Manage what They Know (1998) (Harvard Business School Press, Boston, MA) Google Scholar
  • DeSanctis G., Poole M. S. Capturing the complexity in advanced technology use: Adaptive structuration theory. Organ. Sci. (1994) 5(2):121–147LinkGoogle Scholar
  • Fama E. F., Jensen M. C. Agency problems and residual claims. J. Law Econom. (1983) 26:327–349CrossrefGoogle Scholar
  • Feldman M. S., Pentland B. T. Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. (2003) 48(1):94–118CrossrefGoogle Scholar
  • Garud R., Walsh J., Huff A. On the distinction between know-how, know-why and know-what in technological systems. Advances in Strategic Management (1997) (JAI Press, Greenwich, CT) 81–101Google Scholar
  • Garud R., Kumaraswamy A. Vicious and virtuous circles in the management of knowledge: The case of Infosys Technologies. MIS Quart. (2005) 29(1):9–33CrossrefGoogle Scholar
  • Garud R., Nayyar P. Transformative capacity: Continual structuring by inter-temporal technology transfer. Strategic Management J. (1994) 15(5):365–385CrossrefGoogle Scholar
  • Gawer A., Cusumano M.Platform Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation (2002) (Harvard Business School Press, Boston, MA) Google Scholar
  • Hedberg B. L., Nystrom P. C., Starbuck W. H. Camping on seesaws: Prescriptions for a self-designing organization. Admin. Sci. Quart. (1976) 21:41–65CrossrefGoogle Scholar
  • Henderson R., Clark K. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35:9–31CrossrefGoogle Scholar
  • Hutchins E.Cognition in the Wild (1995) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Jalote P.CMM in Practice: Processes for Executing Software Projects at Infosys (1999) (Addison-Wesley, Boston, MA) Google Scholar
  • Jensen M. C., Meckling W. Theory of the firm: Managerial behavior, agency costs and ownership structure. J. Financial Econom. (1976) 3:303–360CrossrefGoogle Scholar
  • Lant T., Mezias S. Managing discontinuous change: A simulation study of organizational learning and entrepreneurship. Strategic Management J. (1990) 11:147–179Google Scholar
  • Latour B., Law J. Technology is society made durable. A Sociology of Monsters: Essays on Power, Technology and Domination (1991) (Routledge, London, UK) 103–131Google Scholar
  • Levitt B., March J. G. Organizational learning. Ann. Rev. Sociology (1988) 14:319–340CrossrefGoogle Scholar
  • Lincoln Y. S., Guba E. G.Naturalistic Inquiry (1985) (Sage Publications, New York) CrossrefGoogle Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • March J. G., Simon H. A.Organizations (1993) (John Wiley, New York) Google Scholar
  • Meyer A. D., Gaba V., Colwell K. Organizing far from equilibrium: Non-linear change in organizational fields. Organ. Sci. (2005) 16(5):456–473LinkGoogle Scholar
  • Nelson R., Winter S.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
  • Nonaka I., Takeuchi H.The Knowledge-Creating Company (1995) (Oxford University Press, New York) CrossrefGoogle Scholar
  • Orlikowski W. J. The duality of technology: Rethinking the concept of technology in organizations. Organ. Sci. (1992) 3(3):398–427LinkGoogle Scholar
  • Pentland B. Building process theory with narrative: From description to explanation. Acad. Management Rev. (1999) 24:711–724CrossrefGoogle Scholar
  • Romme G. Making a difference: Organization as design. Organ. Sci. (2003) 14(5):558–573LinkGoogle Scholar
  • Sambamurthy V., Bharadwaj A., Grover V. Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quart. (2003) 27(2):237–263CrossrefGoogle Scholar
  • Schon D. A.The Reflective Practitioner (1983) (Basic Books, New York) Google Scholar
  • Schumpeter J. A.Capitalism, Socialism and Democracy (1975) (Addison-Wesley, Reading, MA) Google Scholar
  • Schutz A.Reflections on the Problem of Relevance (1970) (Yale University Press, New Haven, CT) Google Scholar
  • Senge P. M.The Fifth Discipline (1990) (Doubleday/Currency, New York) Google Scholar
  • Thompson J.Organizations in Action (1967) (McGraw Hill, New York) Google Scholar
  • Tsoukas H., Chia R. On organizational becoming: Rethinking organizational change. Organ. Sci. (2002) 13:567–582LinkGoogle Scholar
  • Tushman M. L., Anderson P. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31:439–465CrossrefGoogle Scholar
  • Van de Ven A. H., Poole M. S. Alternative approaches for studying organizational change. Organ. Stud. (2005) 26(9):1377–1404CrossrefGoogle Scholar
  • Vaughn D.The Challenger Launch Decision (1996) (University of Illinois Press, Chicago, IL) Google Scholar
  • Wegner D. M., Erber R., Raymond P. Transactive memory in close relationships. J. Personality Soc. Psych. (1991) 61:923–929CrossrefGoogle Scholar
  • Weick K. E., Quinn R. E. Organizational change and development. Ann. Rev. Psych. (1999) 50:361–386CrossrefGoogle 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.