Computational Modeling for What-Is, What-Might-Be, and What-Should-Be Studies—And Triangulation

References

• Burton R. M. Computational laboratories for organization science: Questions, validity and docking. Comput. Math. Organ. Theory (2003) 9(2):91–108Crossref, Google Scholar
• Burton R. M., Obel B. A computer simulation test of the M-form hypothesis. Admin. Sci. Quart. (1980) 25(3):457–466Crossref, Google Scholar
• Burton R. M., Obel B. Opportunism, incentives, and the M-form hypothesis—A laboratory experiment. J. Econom. Behav. Organ. (1988) 10(1):99–119Crossref, Google Scholar
• Burton R. M., Obel B. The validity of computational models in organization science: From model realism to purpose of the model. Comput. Math. Organ. Theory (1995) 1(1):57–71Crossref, Google Scholar
• Cardinal L. B., Sitkin S. B., Long C. P. Balancing and rebalancing in the creation and evolution of organizational control. Organ. Sci. (2004) 15(4):411–431Link, Google Scholar
• Cardinal L. B., Turner S. F., Fern M. J., Burton R. M. Organizing for product development across technological environments: Performance trade-offs and priorities. Organ. Sci. (2011) 22(4):1000–1025Link, Google Scholar
• Carley K. M. Computational modeling for reasoning about the social behavior of humans. Comput. Math. Organ. Theory (2009) 15(1):47–59Crossref, Google Scholar
• Carroll T. N., Gormley T. J., Bilardo V. J., Burton R. M., Woodman K. L. Designing a new organization at NASA: An organization design process using simulation. Organ. Sci. (2006) 17(2):202–214Link, Google Scholar
• Davis J. P., Eisenhardt K. M., Bingham C. B. Developing theory through simulation methods. Acad. Management Rev. (2007) 32(2):480–499Crossref, Google Scholar
• Denrell J., March J. G. Adaptation as information restriction: The hot stove effect. Organ. Sci. (2001) 12(5):523–538Link, Google Scholar
• Ethiraj S. K., Levinthal D. Hoping for A to Z while rewarding only A: Complex organization and multiple goals. Organ. Sci. (2009) 20(1):4–21Link, Google Scholar
• Harrison J. R., Zhiang L., Carroll R. G., Carley K. M. Simulation modeling in organizational and management research. Acad. Management Rev. (2007) 32(4):1229–1245Crossref, Google Scholar
• Jick T. D. Mixing qualitative and quantitative methods: Triangulation in action, qualitative methodology. Admin. Sci. Quart. (1979) 24(4):602–611Crossref, Google Scholar
• Knudsen T., Levinthal D. A. Two faces of search: Alternative generation and alternative evaluation. Organ. Sci. (2007) 18(1):39–54Link, Google Scholar
• Lenox M. J., Rockart S. F., Lewin A. Y. Interdependency, competition, and the distribution of firm and industry profits. Management Sci. (2006) 52(5):757–772Link, Google Scholar
• Lenox M. J., Rockart S. F., Lewin A. Y. Interdependency, competition, and industry dynamics. Management Sci. (2007) 53(4):599–615Link, Google Scholar
• Lenox M. J., Rockart S. F., Lewin A. Y. Does interdependency affect firm and industry profitability? An empirical test. Strategic Management J. (2010) 31(2):121–139Crossref, Google Scholar
• Levitt R. E. Computational modeling of organizations comes of age. Comput. Math. Organ. Theory (2004) 10(2):127–145Crossref, Google Scholar
• Lin Z., Zhao X., Ismail K. M., Carley K. M. Organizational design and restructuring in response to crises: Lessons from computational modeling and real-world cases. Organ. Sci. (2006) 17(5):598–618Link, Google Scholar
• Long C. P., Burton R. M., Cardinal L. B. Three controls are better than one: A computational model of complex control systems. Comput. Math. Organ. Theory (2002) 8(3):197–220Crossref, Google Scholar
• Majchrzak A. What to do when you can't have it all: Toward a theory of sociotechnical dependencies. Human Relations (1997) 50(5):535–565Google Scholar
• March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87Link, Google Scholar
• McGrath J. E., Martin J., Kulka R. A.Judgment Calls in Research (1982) (Sage, Beverly Hills, CA) Google Scholar
• Ouchi W. G. Markets, bureaucracies, and clans. Admin. Sci. Quart. (1980) 25(1):129–141Crossref, Google Scholar
• Prietula M. J., Watson H. S. Extending the Cyert-March duopoly model: Organizational and economic insights. Organ. Sci. (2000) 11(5):565–585Link, Google Scholar
• Repenning N. P. A simulation-based approach to understanding the dynamics of innovation implementation. Organ. Sci. (2002) 13(2):109–127Link, Google Scholar
• Rivkin J. W. Reproducing knowledge: Replication without imitation at moderate complexity. Organ. Sci. (2001) 12(3):274–293Link, 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
• Siggelkow N., Rivkin J. W. Speed and search: Designing organizations for turbulence and complexity. Organ. Sci. (2005) 16(2):101–122Link, Google Scholar
• Simon H. A.The Sciences of the Artificial (1996) 3rd ed.(MIT Press, Cambridge, MA) Google Scholar
• Sitkin S. B., Cardinal L. B., Bijlsma-Frankema K. M.Organizational Control: Cambridge Companions to Management (2010) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar
• Sterman J. D., Barney G. O., Kreutzer W. B., Garrett M. J. A skeptic's guide to computer models. Managing a Nation: The Microcomputer Software Catalog (1991) (Westview Press, Boulder, CO) 209–229Google Scholar
• Weber M.From Max Weber: Essays in Sociology (1946) (Oxford University Press, New York) Google Scholar
• Weber M., Andreski S.On Capitalism, Bureaucracy, and Religion: A Selection of Texts (1983) (Allen & Unwin, London) Google Scholar
• Williamson O. E.Markets and Hierarchies: Analysis and Antitrust Implications (1975) (Free Press, New York) Google Scholar