Organizational Constraints to Adaptation: Intrafirm Asymmetry in the Locus of Coordination

References

• Abernathy WJ, Clark KB (1985) Innovation: Mapping the winds of creative destruction. Res. Policy 14(1):3–22.Crossref, Google Scholar
• Adner R, Kapoor R (2010) Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management J. 31(3):306–333.Crossref, Google Scholar
• Adner R, Levinthal D (2001) Demand heterogeneity and technology evolution: Implications for product and process innovation. Management Sci. 47(5):611–628.Link, Google Scholar
• Agarwal R, Helfat CE (2009) Strategic renewal of organizations. Organ. Sci. 20(2):281–293.Link, Google Scholar
• Anand J, Singh H (1997) Asset redeployment, acquisitions and corporate strategy in declining industries. Strategic Management J. 18(S1):99–118.Crossref, Google Scholar
• Argyres NS (1995) Technology strategy, governance structure and interdivisional coordination. J. Econom. Behav. Organ. 28(3):337–358.Crossref, Google Scholar
• Baldwin CY, Clark KB (2000) Design Rules: The Power of Modularity (MIT Press, Cambridge, MA).Crossref, Google Scholar
• Benner MJ (2007) The incumbent discount: Stock market categories and response to radical technological change. Acad. Management Rev. 32(3):703–720.Crossref, Google Scholar
• Birkinshaw J, Lingblad M (2005) Intrafirm competition and charter evolution in the multibusiness firm. Organ. Sci. 16(6):674–686.Link, Google Scholar
• Chatterji AK, Fabrizio K (2012) How do product users influence corporate invention? Organ. Sci. 23(4):971–987.Link, Google Scholar
• Christensen C (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Harvard Business School Press, Boston).Google Scholar
• Christensen CM, Bower JL (1996) Customer power, strategic investment, and the failure of leading firms. Strategic Management J. 17(3):197–218.Crossref, Google Scholar
• Colfer L, Baldwin CY (2010) The mirroring hypothesis: Theory, evidence and exceptions. HBS Working Paper 10-058, Harvard Business School, Boston.Google Scholar
• Dalton DR, Todor WD, Spendolini MJ, Gordon JF, Porter LW (1980) Organization structure and performance: A critical review. Acad. Management Rev. 5(1):49–64.Crossref, Google Scholar
• Danneels E (2003) Tight-loose coupling with customers: The enactment of customer orientation. Strategic Management J. 24(6):559–576.Crossref, Google Scholar
• Dial J, Murphy KJ (1995) Incentives, downsizing, and value creation at General Dynamics. J. Financial Econom. 37(3):261–314.Crossref, Google Scholar
• Dushnitsky G, Shaver JM (2009) Limitations to interorganizational knowledge acquisition: The paradox of corporate venture capital. Strategic Management J. 30(10):1045–1064.Crossref, Google Scholar
• Ethiraj SK (2007) Allocation of inventive effort in complex product systems. Strategic Management J. 28(6):563–584.Crossref, Google Scholar
• Fan JPH, Lang LHP (2000) The measurement of relatedness: An application to corporate diversification. J. Bus. 73(4):629–660.Crossref, Google Scholar
• Feldman MS, Pentland BT (2003) Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. 48(1):94–118.Crossref, Google Scholar
• Galbraith JR (1977) Organization Design (Addison-Wesley, Reading, MA).Google Scholar
• Ghemawat P, Levinthal D (2008) Choice interactions and business strategy. Management Sci. 54(9):1638–1651.Link, Google Scholar
• Goyal VK, Lehn K, Racic S (2002) Growth opportunities and corporate debt policy: The case of the defense U.S. industry. J. Financial Econom. 64(1):35–59.Crossref, Google Scholar
• Greene WH (2002) Econometric Analysis (Prentice Hall, Upper Saddle River, NJ).Google Scholar
• Greve HR, Goldeng E (2004) Longitudinal analysis in strategic management. Ketchen DJ Jr, Bergh DD, eds. Research Methodology in Strategy and Management, Vol. 1 (Elsevier, Amsterdam), 135–163.Crossref, Google Scholar
• Gulati R, Puranam P (2009) Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organ. Sci. 20(2):422–440.Link, Google Scholar
• Gulati R, Singh H (1998) The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Admin. Sci. Quart. 43(4):781–814.Crossref, Google Scholar
• Gulati R, Lawrence PR, Puranam P (2005) Adaptation in vertical relationships: Beyond incentive conflict. Strategic Management J. 26(5):415–440.Crossref, Google Scholar
• Gupta AK, Govindarajan V (1986) Resource sharing among SBUs: Strategic antecedents and administrative implications. Acad. Management J. 29(4):695–714.Crossref, Google Scholar
• Gupta AK, Tesluk PE, Taylor MS (2007) Innovation at and across multiple levels of analysis. Organ. Sci. 18(6):885–897.Link, Google Scholar
• Helfat CE, Eisenhardt KM (2004) Inter-temporal economies of scope, organizational modularity, and the dynamics of diversification. Strategic Management J. 25(13):1217–1232.Crossref, Google Scholar
• Henderson RM, Clark KB (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–30.Crossref, Google Scholar
• Hill CWL, Hoskisson RE (1987) Strategy and structure in the multiproduct firm. Acad. Management Rev. 12(2):331–341.Crossref, Google Scholar
• Khandwalla PN (1977) The Design of Organizations (Harcourt Brace Jovanovich, New York).Google Scholar
• Kotha S, Srikanth K (2013) Managing a global partnership model: Lessons from the Boeing 787 “Dreamliner” program. Global Strategy J. 3(1):41–66.Crossref, Google Scholar
• Kumar MVS (2013) The costs of related diversification: The impact of the core business on the productivity of related segments. Organ. Sci. 24(6):1827–1846.Link, Google Scholar
• Lawrence PR, Lorsch JW (1967) Organization and Environment: Managing Differentiation and Integration (Harvard University Press, Cambridge, MA).Google Scholar
• Lee GK (2009) Understanding the timing of “fast-second” entry and the relevance of capabilities in invention vs. commercialization. Res. Policy 38(1):86–95.Crossref, Google Scholar
• Lenox MJ, Rockart SF, Lewin AY (2006) Interdependency, competition, and the distribution of firm and industry profits. Management Sci. 52(5):757–772.Link, Google Scholar
• Leonard-Barton D (1992) Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. 13(S1):111–125.Crossref, Google Scholar
• Levinthal DA (1991) Organizational adaptation and environmental selection—Interrelated processes of change. Organ. Sci. 2(1):140–145.Crossref, Google Scholar
• Levinthal DA (1997) Adaptation on rugged landscapes. Management Sci. 43(7):934–950.Link, Google Scholar
• Levinthal D (2000) Organizational capabilities in complex worlds. Dosi G, Nelson RR, Winter SG, eds. The Nature and Dynamics of Organizational Capabilities (Oxford University Press, New York), 363–380.Google Scholar
• Levinthal DA, Wu B (2010) Opportunity costs and non-scale free capabilities: Profit maximization, corporate scope, and profit margins. Strategic Management J. 31(7):780–801.Crossref, Google Scholar
• Madsen TL, Walker G (2007) Incumbent and entrant rivalry in a deregulated industry. Organ. Sci. 18(4):667–687.Link, Google Scholar
• McGahan A (2004) How Industries Evolve: Principles for Achieving and Sustaining Superior Performance (Harvard Business School Press, Boston).Google Scholar
• Milgrom P, Roberts J (1990) The economics of modern manufacturing: Technology, strategy, and organization. Amer. Econom. Rev. 80(3):511–528.Google Scholar
• Mintzberg H (1979) The Structuring of Organizations (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
• Mitchell W (1989) Whether and when? Probability and timing of incumbents’ entry into emerging industrial subfields. Admin. Sci. Quart. 34(2):208–230.Crossref, Google Scholar
• Nadler D, Tushman ML (1997) Competing by Design: The Power of Organizational Architecture (Oxford University Press, New York).Crossref, Google Scholar
• Nickerson JA, Silverman BS (2003) Why firms want to organize efficiently and what keeps them from doing so: Inappropriate governance, performance, and adaptation in a deregulated industry. Admin. Sci. Quart. 48(3):433–465.Crossref, Google Scholar
• Nickerson JA, Zenger TR (2002) Being efficiently fickle: A dynamic theory of organizational choice. Organ. Sci. 13(5):547–566.Link, Google Scholar
• Paruchuri S, Ingram P (2012) Appetite for destruction: The impact of the September 11 attacks on business founding. Indust. Corporate Change 21(1):127–149.Crossref, Google Scholar
• Porter ME (1996) What is strategy? Harvard Bus. Rev. 74(6):61–78.Google Scholar
• Puranam P, Raveendran M, Knudsen T (2012) Organization design: The epistemic interdependence perspective. Acad. Management Rev. 37(3):419–440.Crossref, Google Scholar
• Puranam P, Singh H, Chaudhuri S (2009) Integrating acquired capabilities: When structural integration is (un)necessary. Organ. Sci. 20(2):313–328.Link, Google Scholar
• Rajagopalan N, Spreitzer GM (1997) Toward a theory of strategic change: A multi-lens perspective and integrative framework. Acad. Management Rev. 22(1):48–79.Crossref, Google Scholar
• Rajan RG, Zingales L (1998) Financial dependence and growth. Amer. Econom. Rev. 88(3):559–586.Google Scholar
• Raveendran M, Puranam P, Warglien M (2013) The emergence of the division of labor: Evidence from the lab. Working paper, London School of Business, London.Google Scholar
• Rawley E (2010) Diversification, coordination costs, and organizational rigidity: Evidence from microdata. Strategic Management J. 31(8):873–891.Google Scholar
• Reagans R, Argote L, Brooks D (2005) Individual experience and experience working together: Predicting learning rates from knowing who knows what and knowing how to work together. Management Sci. 51(6):869–881.Link, Google Scholar
• Reuer JJ, Zollo M, Singh H (2002) Post-formation dynamics in strategic alliances. Strategic Management J. 23(2):135–151.Crossref, Google Scholar
• Rivkin JW, Siggelkow N (2003) Balancing search and stability: Interdependencies among elements of organizational design. Management Sci. 49(3):290–311.Link, Google Scholar
• Sanchez R, Mahoney JT (1996) Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. 17(Winter):63–76.Crossref, Google Scholar
• Schilling MA (2000) Toward a general modular systems theory and its application to interfirm product modularity. Academy of Management Rev. 25(2):312–334.Crossref, Google Scholar
• Schilling MA, Steensma HK (2001) The use of modular organizational forms: An industry-level analysis. Acad. Management J. 44(6):1149–1168.Crossref, Google Scholar
• Schumpeter JA (1934) The Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest, and the Business Cycle (Harvard University Press, Cambridge, MA).Google Scholar
• Siggelkow N, Rivkin JW (2005) Speed and search: Designing organizations for turbulence and complexity. Organ. Sci. 16(2):101–122.Link, Google Scholar
• Siggelkow N, Rivkin JW (2009) Hiding the evidence of valid theories: How coupled search processes obscure performance differences among organizations. Admin. Sci. Quart. 54(4):602–634.Crossref, Google Scholar
• Simon HA (1962) The architecture of complexity. Proc. Amer. Philos. Soc. 106(6):467–482.Google Scholar
• Simon HA (1969) The Sciences of the Artificial (MIT Press, Cambridge, MA).Google Scholar
• Sosa ML (2009) Application-specific R&D capabilities and the advantage of incumbents: Evidence from the anticancer drug market. Management Sci. 55(8):1409–1422.Link, Google Scholar
• Sosa ML (2011) From old competence destruction to new competence access: Evidence from the comparison of two discontinuities in anticancer drug discovery. Organ. Sci. 22(6):1500–1516.Link, Google Scholar
• Sosa ML (2013) Decoupling market incumbency from organizational prehistory: Locating the real sources of competitive advantage in R&D for radical innovation. Strategic Management J. 34(2):245–255.Crossref, Google Scholar
• Sosa ME, Eppinger SD, Rowles CM (2004) The misalignment of product architecture and organizational structure in complex product development. Management Sci. 50(12):1674–1689.Link, Google Scholar
• Srikanth K, Puranam P (2011) Integrating distributed work: Comparing task design, communication, and tacit coordination mechanisms. Strategic Management J. 32(8):849–875.Crossref, Google Scholar
• Steensma HK, Corley KG (2000) On the performance of technology-sourcing partnerships: The interaction between partner interdependence and technology attributes. Acad. Management J. 43(6):1045–1067.Crossref, Google Scholar
• Teece DJ (1982) Towards an economic theory of the multiproduct firm. J. Econom. Behav. Organ. 3(1):39–63.Crossref, Google Scholar
• Teece DJ (1986) Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Res. Policy 15(6):285–305.Crossref, Google Scholar
• Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management J. 18(7):509–533.Crossref, Google Scholar
• Thompson JD (1967) Organizations in Action (McGraw-Hill, New York).Google Scholar
• Tripsas M (1997) Unraveling the process of creative destruction: Complementary assets and incumbent survival in the typesetter industry. Strategic Management J. 18(S1):119–142.Crossref, Google Scholar
• Tripsas M (2008) Customer preference discontinuities: A trigger for radical technological change. Managerial Decision Econom. 29(2–3):79–97.Crossref, Google Scholar
• Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.Crossref, Google Scholar
• Tushman ML, Nadler DA (1978) Information processing as an integrating concept in organizational design. Acad. Management Rev. 3(3):613–624.Crossref, Google Scholar
• Ye G, Priem RL, Alshwer AA (2012) Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities. Organ. Sci. 23(1):207–224.Link, Google Scholar
• Zhou YM (2011) Synergy, coordination costs, and diversification choices. Strategic Management J. 32(6):624–639.Crossref, Google Scholar