Great Vessels Take a Long Time to Mature: Early Success Traps and Competences in Exploitation and Exploration
References
- (1979) Organizations and Environments (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
- (2008) The Icarus paradox revisited: How strong performance sows the seeds of dysfunction in future strategic decision-making. Strategic Organ. 6:407–434.Crossref, Google Scholar
- (1990) The persistence and transfer of learning in industrial settings. Management Sci. 36:140–154.Link, Google Scholar
- (2000) The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Acad. Management J. 43:837–853.Crossref, Google Scholar
- (2008) The Red Queen Among Organizations: How Competitiveness Evolves (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
- (2008) The Red Queen, success bias, and organizational inertia. Management Sci. 54:1237–1251.Link, Google Scholar
- (1999) Sources, dynamics and speed: A longitudinal behavioral simulation of interorganizational and population level learning. Adv. Strategic Management 16:155–184.Google Scholar
- (2007) Aspiration performance and railroads’ patterns of learning from train wrecks and crashes. Organ. Sci. 18:368–385.Link, Google Scholar
- (2005) Dancing with strangers: Aspiration performance and the search for underwriting syndicate partners. Admin. Sci. Quart. 50:536–575.Crossref, Google Scholar
- (2006) The influence of founding team company affiliations on firm behavior. Acad. Management J. 49:741–758.Crossref, Google Scholar
- (2003) Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. 28:238–256.Crossref, Google Scholar
- (2012) The liability of leading: Battling aspiration and survival goals in the Jeopardy! Tournament of Champions. Organ. Sci. 23:1100–1113.Link, Google Scholar
- (1991) Testing a causal model of corporate risk taking and performance. Acad. Management J. 34:37–59.Crossref, Google Scholar
- (1996) Organizational evolution, learning, and selection: A genetic-algorithm-based model. Acad. Management J. 39:1322–1349.Crossref, Google Scholar
- (2008) Determinants of firms’ backward- and forward-looking R&D search behavior. Organ. Sci. 19:609–622.Link, Google Scholar
- (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fall (Harvard Business School Press, Boston).Google Scholar
- (1963) A Behavioral Theory of the Firm (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
- (2003) Vicarious learning, undersampling of failure, and the myths of management. Organ. Sci. 14:227–243.Link, Google Scholar
- (2001) Adaptation as information restriction: The hot stove effect. Organ. Sci. 12:523–538.Link, Google Scholar
- (2010) Balancing exploration and exploitation through structural design: The isolation of subgroups and organizational learning. Organ. Sci. 21:625–642.Link, Google Scholar
- (1983) The liability of newness: Age dependence in organizational death rates. Amer. Sociol. Rev. 48:692–710.Crossref, Google Scholar
- (2005) Old Masters and Young Geniuses: The Two Life Cycles of Artistic Creativity (Princeton University Press, Princeton, NJ).Google Scholar
- (2000) Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. 45:113–137.Crossref, Google Scholar
- (2005) Unbundling the structure of inertia: Resource versus routine rigidity. Acad. Management J. 48:741–763.Crossref, Google Scholar
- (2011) The rise and inglorious fall of Myspace. BusinessWeek (June 22) http://www.businessweek.com/magazine/content/11_27/b4235053917570.htm.Google Scholar
- (1998) Performance, aspirations, and risky organizational change. Admin. Sci. Quart. 43:58–86.Crossref, Google Scholar
- (2002) Sticky aspirations: Organizational time perspective and competitiveness. Organ. Sci. 13:1–17.Link, Google Scholar
- (2003) Organizational Learning from Performance Feedback: A Behavioral Perspective on Innovation and Change (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
- (2007) Exploration and exploitation in product innovation. Indust. Corporate Change 16:945–975.Crossref, Google Scholar
- (2006) The interplay between exploration and exploitation. Acad. Management J. 49:693–706.Crossref, Google Scholar
- (1984) Structural interia and organizational change. Amer. Sociol. Rev. 49:149–164.Crossref, Google Scholar
- (1989) Organizational Ecology (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (2007) Dynamic Capabilities: Understanding Strategic Change in Organizations (Blackwell, Malden, MA).Google Scholar
- (1985) Learning from experience in organizations. Amer. Econom. Rev. 75:298–302.Google Scholar
- (2004) Experiential learning processes of exploitation and exploration within and between organizations: An empirical study of product development. Organ. Sci. 15:70–81.Link, Google Scholar
- (1997) Chain affiliation and the failure of Manhattan hotels, 1898–1980. Admin. Sci. Quart. 42:68–102.Crossref, Google Scholar
- (2009) Exploration and exploitation: Internal variety and environmental dynamism. Strategic Organ. 7:11–41.Crossref, Google Scholar
- (2009) Striving toward the future: Aspiration-performance discrepancies and planned organizational change. Strategic Organ. 7:433–466.Crossref, Google Scholar
- (1987) Learning from strategic success and failure. J. Bus. Res. 15:503–518.Crossref, Google Scholar
- (2006) Balancing exploration and exploitation in alliance formation. Acad. Management J. 49:797–818.Crossref, Google Scholar
- (2010) Exploration and exploitation within and across organizations. Acad. Management Ann. 4:109–155.Crossref, Google Scholar
- (2007) The network structure of exploration and exploitation. Admin. Sci. Quart. 52:667–694.Crossref, Google Scholar
- (2013) Momentum and organizational risk taking: Evidence from the National Football League. Management Sci. 59:852–868.Link, Google Scholar
- (2011) The dynamics of the performance-risk relationship within a performance period: The moderating role of deadline proximity. Organ. Sci. 22:1613–1630.Link, Google Scholar
- (1992) Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. 13:111–125.Crossref, Google Scholar
- (1991) Organizational adaptation and environmental selection—Interrelated processes of change. Organ. Sci. 2:140–145.Crossref, Google Scholar
- (1992) Surviving Schumpeterian environments: An evolutionary perspective. Indust. Corporate Change 1:427–443.Crossref, Google Scholar
- (1981) A model of adaptive organizational search. J. Econom. Behav. Organ. 2:307–333.Crossref, Google Scholar
- (1993) The myopia of learning. Strategic Management J. 14:95–112.Crossref, Google Scholar
- (2006) Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organ. Sci. 17:502–513.Link, Google Scholar
- (1988) Organizational learning. Scott WR, ed. Annual Review of Sociology, Vol. 14 (Annual Reviews, Palo Alto, CA), 319–340.Crossref, Google Scholar
- (2000) Exploring paradox: Toward a more comprehensive guide. Acad. Management Rev. 25:760–776.Crossref, Google Scholar
- (1995) Efficacy-performance spirals: A multilevel perspective. Acad. Management Rev. 20:645–678.Crossref, Google Scholar
- (1987) Adaptive coordination of a learning team. Management Sci. 33:107–123.Link, Google Scholar
- (1981) Footnotes to organizational change. Admin. Sci. Quart. 26:563–577.Crossref, Google Scholar
- (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2:71–87.Link, Google Scholar
- (2008) Explorations in Organizations (Stanford University Press, Stanford, CA).Crossref, Google Scholar
- (2010) The Ambiguities of Experience (Cornell University Press, Ithaca, NY).Crossref, Google Scholar
- (1992) Variable risk and preferences and the focus of attention. Psych. Rev. 99:172–183.Crossref, Google Scholar
- (1958) Organizations (John Wiley & Sons, New York).Google Scholar
- (2013) Imprinting: Toward a multilevel theory. Acad. Management Ann. 7:193–243.Crossref, Google Scholar
- (2001) Exploratory learning, innovative capacity, and managerial oversight. Acad. Management J. 44:118–131.Crossref, Google Scholar
- (2002) Aspiration-level adaptation in an American financial services organization: A field study. Management Sci. 48:1285–1300.Link, Google Scholar
- (1990) The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall (Harper Collins, New York).Google Scholar
- (1994) What happens after success: The perils of excellence. J. Management Stud. 31:325–358.Crossref, Google Scholar
- (2006) Adding interpersonal learning and tacit knowledge to March’s exploration-exploitation model. Acad. Management J. 49:709–722.Crossref, Google Scholar
- (1999) Industry and population-level learning: Organizational, interorganizational, and collective learning processes. Adv. Strategic Management 16:1–30.Google Scholar
- (1995) Population level learning. Cummings LL, Staw BM, eds. Research in Organizational Behavior, Vol. 17 (JAI Press, Greenwich, CT), 115–166.Google Scholar
- (1982) An Evolutionary Theory of Economic Change (Harvard University Press, Cambridge, MA).Google Scholar
- (2008) Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Brief AP, Staw BM, eds. Research in Organizational Behavior, Vol. 28 (Elsevier, New York), 185–206.Crossref, Google Scholar
- (1993) A status-based model of market competition. Amer. J. Sociol. 98:829–872.Crossref, Google Scholar
- (1989) Using paradox to build management and organization theories. Acad. Management Rev. 14:562–578.Crossref, Google Scholar
- (2001) Board composition and high-flying founders: Hints of trouble to come? Acad. Management Executive 15:126–138.Crossref, Google Scholar
- (2002) A simulation-based approach to understanding the dynamics of innovation implementation. Organ. Sci. 13:109–127.Link, Google Scholar
- (2002) Capability traps and self-confirming attribution errors in the dynamics of process improvement. Admin. Sci. Quart. 47:265–295.Crossref, Google Scholar
- (2010) The pursuit of shared wisdom in class: When classical Chinese thinkers meet James March. Acad. Management Learn. Ed. 9:258–279.Crossref, Google Scholar
- (2013) Exploration and exploitation. Augier M, Teece DJ, eds. The Palgrave Encyclopedia of Strategic Management (Palgrave Macmillan, Houndmills, UK), ePub ahead of print October 9, http://www.palgraveconnect.com/esm/doifinder/10.1057/9781137294678.0224.Google Scholar
- (2004) Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. 25:201–221.Crossref, Google Scholar
- (2006) A capabilities perspective on the effects of early internationalization on firm survival and growth. Acad. Management Rev. 31:914–933.Crossref, Google Scholar
- (2000) Aging, obsolescence, and organizational innovation. Admin. Sci. Quart. 45:81–112.Crossref, Google Scholar
- (1981) Threat rigidity effects in organizational behavior: A multilevel analysis. Admin. Sci. Quart. 26:501–524.Crossref, Google Scholar
- (1965) Social structures and organizations. March JG, ed. Handbook of Organizations (Rand McNally, Chicago), 142–193.Google Scholar
- (2001) In search of excellence: Fads, success stories, and adaptive emulation. Amer. J. Sociol. 107:147–182.Crossref, Google Scholar
- (2009) Organizational path dependence: Opening the black box. Acad. Management Rev. 34: 689–709.Crossref, Google Scholar
- (2006) Superman or the Fantastic Four? Knowledge combination and experience in innovative teams. Acad. Management J. 49:723–740.Crossref, Google Scholar
- (2008) Vicarious learning and inferential accuracy in adoption processes. Acad. Management Rev. 33:846–868.Crossref, Google Scholar
- (2013) Why HTC is losing the smartphone game. BusinessWeek (April 9) http://www.businessweek.com/articles/2013-04-09/why-htc-is-losing-the-smartphone-game.Google Scholar
- (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31:439–465.Crossref, Google Scholar
- (2011) Getting trapped in the suppression of exploration: A simulation model. J. Management Stud. 48:1727–1751.Crossref, Google Scholar
- (2012) Comparing aspiration models: The role of selective attention. J. Management Stud. 49:896–917.Crossref, Google Scholar
- (1993) The collapse of sensemaking in organizations: The Mann Gulch disaster. Admin. Sci. Quart. 38:628–652.Crossref, Google Scholar
- (2007) The generative properties of richness. Acad. Management J. 50:14–19.Crossref, Google Scholar
- (1976) Participation, deadlines, and choice. March JG, Olsen JP, eds. Ambiguity and Choice in Organizations (Universitetsforlaget, Bergen, Norway), 225–250.Google Scholar
- (1996) Strategic renewal for business units. Harvard Bus. Rev. 74(4):84–98.Google Scholar

