CROSSROADS—Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments

References

• Abell P., Felin T., Foss N. J. Building micro-foundations for the routines, capabilities, and performance links. Managerial Decision Econom. (2008) 29(6):489–502Crossref, Google Scholar
• Adelson B. Problem solving and the development of abstract categories in programming languages. Memory Cognition (1981) 9(4):422–433Crossref, Google Scholar
• Adler P. S., Goldoftas B., Levine D. I. Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organ. Sci. (1999) 10(1):43–68Link, Google Scholar
• Anderson P. Complexity theory and organization science. Organ. Sci. (1999) 10(3):216–232Link, Google Scholar
• Barber P. J.Applied Cognitive Psychology: An Information-Processing Framework (1988) (Methuen & Co., New York) Google Scholar
• Barr P. S., Stimpert J. L., Huff A. S. Cognitive change, strategic action, and organizational renewal. Strategic Management J. (1992) 13(S1):15–36Crossref, Google Scholar
• Baum J. A. C., Calabrese T., Silverman B. S. Don't go it alone: Alliance network composition and startups' performance in Canadian biotechnology. Strategic Management J. (2000) 21(3):267–294Crossref, Google Scholar
• Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisted. Acad. Management Rev. (2003) 28(2):238–256Crossref, Google Scholar
• Bingham C. Dynamic capabilities: How are they learned? (2010) . Working paper, University of North Carolina at Chapel Hill, Chapel HillGoogle Scholar
• Bingham C. B., Eisenhardt K. M. Rational heuristics: What firms explicitly learn from their process experiences. Strategic Management J. (2010) . ForthcomingGoogle Scholar
• Bingham C. B., Eisenhardt K. M., Furr N. R. What makes a process a capability? Heuristics, strategy, and effective capture of opportunities. Strategic Entrepreneurship J. (2007) 1(1–2):27–47Crossref, Google Scholar
• Boeker W. Executive migration and strategic change: The effect of top manager movement on product-market entry. Admin. Sci. Quart. (1997) 42(2):213–236Crossref, Google 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):1–34Crossref, Google Scholar
• Brown S. L., Eisenhardt K. M.Competing on the Edge: Strategy as Structured Chaos (1998) (Harvard Business School Press, Boston) Google Scholar
• Bryce D., Dyer J., Furr N. Dynamic capabilities and the success of major strategic change. (2010) . Working paper, Brigham Young University, Provo, UTGoogle Scholar
• Burns T., Stalker G. M.The Management of Innovation (1961) (Tavistock, London) Google Scholar
• Chandler A. D.Strategy and Structure: Chapters in the History of the Industrial Enterprise (1962) (MIT Press, Cambridge, MA) Google Scholar
• Chi M. T. H., Feltovich P. J., Glaser R. Categorization and representation of physics problems by experts and novices. Cognitive Sci. (1981) 5(2):121–152Crossref, Google Scholar
• Christensen C. M., Bower J. L. Customer power, strategic investment, and the failure of leading firms. Strategic Management J. (1996) 17(3):197–218Crossref, Google Scholar
• Ciborra C. U. The platform organization: Recombining strategies, structures, and surprises. Organ. Sci. (1996) 7(2):103–118Link, Google Scholar
• Coleman J. S.Foundations of Social Theory (1990) (Harvard University Press, Cambridge, MA) Google Scholar
• Davis J. P., Eisenhardt K. M., Bingham C. B. Optimal structure, market dynamism, and the strategy of simple rules. Admin. Sci. Quart. (2009) 54(3):413–452Crossref, Google Scholar
• Dess G. G., Beard D. W. Dimensions of organizational task environments. Admin. Sci. Quart. (1984) 29(1):52–73Crossref, Google Scholar
• Duncan R., Kilmann R. H., Pondy L. R., Slevin D. P. The ambidextrous organization: Designing dual structures for innovation. The Management of Organization Design: Strategies and Implementation (1976) 1(North-Holland, New York) 167–188Google Scholar
• Duncker K. A qualitative (experimental and theoretical) study of productive thinking (solving of comprehensible problems). Pedagogical Seminary and J. Genetic Psych. (1926) 33:642–708Crossref, Google Scholar
• Eisenhardt K. M., Bhatia M. M., Baum J. A. C. Organizational complexity and computation. The Blackwell Companion to Organizations (2002) (Blackwell Publishers, Malden, MA) 442–466Google Scholar
• Eisenhardt K. M., Martin J. A. Dynamic capabilities: What are they? Strategic Management J. (2000) 21(10–11):1105–1121Crossref, Google Scholar
• Eisenhardt K. M., Sull D. N. Strategy as simple rules. Harvard Bus. Rev. (2001) 79(1):106–116Google Scholar
• Eisenhardt K. M., Tabrizi B. N. Accelerating adaptive processes: Product innovation in the global computer industry. Admin. Sci. Quart. (1995) 40(1):84–110Crossref, Google Scholar
• Felin T., Foss N. J. Strategic organization: A field in search of micro-foundations. Strategic Organ. (2005) 3(4):441–455Crossref, Google Scholar
• Furr N. R. Cognitive flexibility and technology change in the U.S. solar industry. (2010) . Working paper, Brigham Young University, Provo, UTGoogle Scholar
• Furr N. R. Cognitive flexibility: The adaptive reality of concrete organization change. (2009) . Doctoral dissertation, Stanford University, Stanford, CAGoogle Scholar
• Galbraith J. R.Designing Complex Organizations (1973) (Addison-Wesley, Reading, MA) Google Scholar
• Galunic D. C., Eisenhardt K. M. Architectural innovation and modular corporate forms. Acad. Management J. (2001) 44(6):1229–1249Crossref, Google Scholar
• Gavetti G. Cognition and hierarchy: Rethinking the microfoundations of capabilities' development. Organ. Sci. (2005) 16(6):599–617Link, Google Scholar
• Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47(2):209–226Crossref, Google Scholar
• Gilbert C. G. Unbundling the structure of inertia: Resource versus routine rigidity. Acad. Management J. (2005) 48(5):741–763Crossref, Google Scholar
• Gilbert C. G. Change in the presence of residual fit: Can competing frames coexist? Organ. Sci. (2006) 17(1):150–167Link, Google Scholar
• Goldstein D. G., Gigerenzer G. Models of ecological rationality: The recognition heuristic. Psych. Rev. (2002) 109(1):75–90Crossref, Google Scholar
• Haleblian J., Finkelstein S. The influence of organizational experience on acquisition performance: A behavioral learning perspective. Admin. Sci. Quart. (1999) 44(1):29–56Crossref, Google Scholar
• Hargadon A., Douglas Y. When innovations meet institutions: Edison and the design of the electric light. Admin. Sci. Quart. (2001) 46(3):476–501Crossref, Google Scholar
• Hargadon A., Sutton R. I. Technology brokering and innovation in a product development firm. Admin. Sci. Quart. (1997) 42(4):716–749Crossref, Google Scholar
• He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494Link, Google Scholar
• Helfat C. E., Peteraf M. A. Understanding dynamic capabilities: Progress along a developmental path. Strategic Organ. (2009) 7(1):91–102Crossref, Google Scholar
• Hill S. A., Birkinshaw J. Strategy–organization configurations in corporate venture units: Impact on performance and survival. J. Bus. Venturing (2008) 23(4):423–444Crossref, Google Scholar
• Jansen J. J. P., Tempelaar M. P., van den Bosch F. A. J., Volberda H. W. Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organ. Sci. (2009) 20(4):797–811Link, Google Scholar
• Kale P., Dyer J. H., Singh H. Alliance capability, stock market response, and long-term alliance success: The role of the alliance function. Strategic Management J. (2002) 23(8):747–767Crossref, Google Scholar
• Karim S. Modularity in organization structure: The reconfiguration of internally developed and acquired business units. Strategic Management J. (2006) 27(9):799–823Crossref, Google Scholar
• Katila R., Ahuja G. Something old, something new: A longitudinal study of search behavior and new product introduction. Acad. Management J. (2002) 45(6):1183–1194Crossref, Google Scholar
• Kauffman S.At Home in the Universe: The Search for the Laws of Self-Organization and Complexity (1995) (Oxford University Press, Oxford, UK) Google Scholar
• Krackhardt D., Nohria N., Eccles R. G. The strength of strong ties: The importance of philos in organizations. Networks and Organizations: Structure, Form, and Action (1992) (Harvard Business School Press, Boston) 216–239Google Scholar
• Lachman R., Lachman J. L., Butterfield E. C.Cognitive Psychology and Information Processing: An Introduction (1979) (Lawrence Erlbaum Associates, Hillsdale, NJ) Google Scholar
• Lavie D., Rosenkopf L. Balancing exploration and exploitation in alliance formation. Acad. Management J. (2006) 49(4):797–818Crossref, Google Scholar
• Lawrence P. R., Lorsch J. W.Organization and Environment: Managing Differentiation and Integration (1967) (Harvard University, Boston) Google Scholar
• Lin Z. (J.), Yang H., Demirkan I. The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Sci. (2007) 53(10):1645–1658Link, Google Scholar
• Lubatkin M. H., Simsek Z., Ling Y., Veiga J. F. Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. J. Management (2006) 32(5):646–672Crossref, Google Scholar
• March J. G., Olsen J. P.Ambiguity and Choice in Organizations (1976) (Universitetsforlaget, Bergen, Norway) Google Scholar
• Martin J. A., Eisenhardt K. M. Rewiring: Cross-business-unit collaborations and performance in multi-business organizations. Acad. Management J. (2010) 53(2):265–301Crossref, Google Scholar
• Miner A. S., Bassoff P., Moorman C. Organizational improvisation and learning: A field study. Admin. Sci. Quart. (2001) 46(2):304–337Crossref, Google Scholar
• Narduzzo A., Rocco E., Warglien M., Dosi G., Nelson R. R., Winter S. G. Talking about routines in the field: The emergence of organizational capabilities in a new cellular phone network company. The Nature and Dynamics of Organizational Capabilities (2000) (Oxford University Press, New York) 27–50Google Scholar
• Nelson R. R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
• Newell A., Simon H. A.Human Problem Solving (1972) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
• Nickerson J. A., Zenger T. R. Being efficiently fickle: A dynamic theory of organizational choice. Organ. Sci. (2002) 13(5):547–566Link, Google Scholar
• Okhuysen G. A., Eisenhardt K. M. Integrating knowledge in groups: How formal interventions enable flexibility. Organ. Sci. (2002) 13(4):370–386Link, Google Scholar
• Oulasvirta A., Saariluoma P. Surviving task interruptions: Investigating the implications of long-term working memory theory. Internat. J. Human-Comput. Stud. (2006) 64(10):941–961Crossref, Google Scholar
• Owen-Smith J., Powell W. W. Knowledge networks as channels and conduits: The effects of spillovers in the Boston biotechnology community. Organ. Sci. (2003) 15(1):5–21Link, Google Scholar
• Ozcan P., Eisenhardt K. Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Acad. Management J. (2009) 52(2):246–279Crossref, Google Scholar
• Raisch S., Birkinshaw J. Organizational ambidexterity: Antecedents, outcomes and moderators. J. Management (2008) 34(3):375–409Crossref, Google Scholar
• Raisch S., Birkinshaw J., Probst G., Tushman M. L. Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. (2009) 20(4):685–695Link, Google Scholar
• Rao H. The social construction of reputation: Certification contests, legitimation, and the survival of organizations in the American automobile industry: 1895–1912. Strategic Management J. (1994) 15(S1):29–44Crossref, Google Scholar
• Rindova V. P., Kotha S. Continuous “morphing”: Competing through dynamic capabilities, form, and function. Acad. Management J. (2001) 44(6):1263–1280Crossref, Google Scholar
• Rothaermel F. T., Deeds D. L. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25(1):201–221Crossref, Google Scholar
• Rothaermel F. T., Hitt M., Jobe L. Balancing vertical integration and strategic outsourcing: Effects on product portfolios, new product success, and firm performance. Strategic Management J. (2006) 27(11):1033–1056Crossref, Google Scholar
• Rowley T. J., Behrens D., Krackhardt D. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management J. (2000) 21(3):369–386Crossref, Google Scholar
• Santos F. M., Eisenhardt K. M. Constructing markets and shaping boundaries: Entrepreneurial power and agency in nascent fields. Acad. Management J. (2009) 52(4):643–671Crossref, Google Scholar
• Scheerer M. Problem-solving. Sci. Amer. (1963) 208(4):118–208Crossref, Google Scholar
• Schoenfeld A. H., Herrmann D. J. Problem perception and knowledge structure in expert and novice mathematical problem solvers. J. Experiment. Psych.: Learn., Memory, Cognition (1982) 8(5):484–494Crossref, Google Scholar
• Schreyögg G., Sydow J. Organizing for fluidity? Dilemmas of new organizational forms. Organ. Sci. (2010) 21(6):1251–1262Link, Google Scholar
• Schwartz B.Psychology of Learning and Behavior (1978) (W. W. Norton & Co., New York) Google Scholar
• Siggelkow N. Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne. Acad. Management J. (2001) 44(4):838–857Crossref, Google Scholar
• Siggelkow N., Levinthal D. A. Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. (2003) 14(6):650–669Link, Google Scholar
• Smith W. K., Tushman M. L. Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. (2005) 16(5):522–536Link, Google Scholar
• Sørensen J. B., Stuart T. E. Aging, obsolescence and organizational innovation. Admin. Sci. Quart. (2000) 45(1):81–112Crossref, Google Scholar
• Sutton R. I., Hargadon A. Brainstorming groups in context: Effectiveness in a product design firm. Admin. Sci. Quart. (1996) 41(4):685–718Crossref, Google Scholar
• Szulanski G., Jensen R. J. Presumptive adaptation and the effectiveness of knowledge transfer. Strategic Management J. (2006) 27(10):937–957Crossref, Google Scholar
• Taylor A., Helfat C. E. Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organ. Sci. (2009) 20(4):718–739Link, Google Scholar
• Teece D. J. Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. (2007) 28(13):1319–1350Crossref, Google Scholar
• Teece D. J., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533Crossref, Google Scholar
• Tripsas M. Surviving radical technological change through dynamic capability: Evidence from the typesetter industry. Indust. Corporate Change (1997) 6(2):341–377Crossref, Google Scholar
• Tushman M. L., O'Reilly C. A. The ambidextrous organization: Managing evolutionary and revolutionary change. Calif. Management Rev. (1996) 38(4):8–30Crossref, Google 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):939–953Link, Google Scholar
• Tversky A., Kahneman D. Judgment under uncertainty: Heuristics and biases. Science (1974) 185(4157):1124–1131Crossref, Google Scholar
• Uzzi B., Granovetter M., Swedberg R. Social structure and competition in interfirm networks: The paradox of embeddedness. The Sociology of Economic Life (1997) (Westview Press, Boulder, CO) 207–238Crossref, Google Scholar
• Weber M., Henderson A. M., Parsons T.The Theory of Social and Economic Organization (1947) (Oxford University Press, Oxford, UK) Google Scholar
• Westerman G., McFarlan F. W., Iansiti M. Organization design and effectiveness over the innovation life cycle. Organ. Sci. (2006) 17(2):230–238Link, Google Scholar
• Wiggins R. R., Ruefli T. W. Schumpeter's ghost: Is hypercompetition making the best of times shorter? Strategic Management J. (2005) 26(10):1249–1259Crossref, Google Scholar
• Williams C., Mitchell W. Focusing firm evolution: The impact of information infrastructure on market entry by U.S. telecommunications companies, 1984–1998. Management Sci. (2004) 50(11):1561–1575Link, Google Scholar
• Zollo M., Winter S. G. Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. (2002) 13(3):339–351Link, Google Scholar