Focus in Searching Core–Periphery Structures
References
- (1990) Technological discontinuities and dominant design: A cyclical model of technological change. Admin. Sci. Quart. 35:604–633.Crossref, Google Scholar
- (2015) From business model to business modelling: Modularity and manipulation. Baden-Fuller C, Mangematin V, eds. Advances in Strategic Management: Business Models and Modelling (Emerald Publishing, Bingley, UK), 151–185.Crossref, Google Scholar
- (2000) Design Rules: The Power of Modularity (MIT Press, Cambridge, MA).Crossref, Google Scholar
- (1990) The organizational ecology of a technological system. Admin. Sci. Quart. 35(1):31–60.Crossref, Google Scholar
- (1995) Modeling internal organizational change. Annual Rev. Sociol. 21:217–236.Crossref, Google Scholar
- (1994) A time to grow and a time to die: Growth and mortality of credit unions in New York City, 1914–1990. Amer. J. Sociol. 100(2):381–421.Crossref, Google Scholar
- (2003) Strategic decision speed and firm performance. Strategic Management J. 24(11):1107–1129.Crossref, Google Scholar
- (2013) Dealing with complexity: Integrated vs. chunky search processes. Organ. Sci. 24(1):116–132.Link, Google Scholar
- (2003) The Origin and Evolution of New Businesses (Oxford University Press, New York).Google Scholar
- (2013) Why the lean start-up changes everything. Harvard Bus. Rev. 91(5):63–72.Google Scholar
- (1990) A method for systems design using precedence relationships: An application to automotive brake systems. MIT Sloan School of Management Working Paper No. 3208, Cambridge, MA.Google Scholar
- (2008) Weight vs. voice: How foreign subsidiaries gain attention from corporate headquarters. Acad. Management J. 51(3):577–601.Crossref, Google Scholar
- (1988) Strategic decision processes in high velocity environments. Management Sci. 34(7):816–835.Link, Google Scholar
- (1984) Organizational ecology. Annual Rev. Sociol. 10:71–93.Crossref, Google Scholar
- (2000) The Demography of Corporations and Industries (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
- (1996) Creative self-destruction among organizations: An empirical study of technical innovation and organizational failure in the American automobile industry, 1885–1981. Indust. Corporate Change 5(2):619–644.Crossref, Google Scholar
- (2010) From strategy to business models and onto tactics. Long Range Planning 43(2–3):195–215.Crossref, Google Scholar
- (2010) Business model innovation: Opportunities and barriers. Long Range Planning 43(2–3):354–363.Crossref, Google Scholar
- (1996) When is virtual virtuous? Organizing for innovation. Harvard Bus. Rev. 74(1):65–73.Google Scholar
- (2016) The mirroring hypothesis: Theory, evidence, and exceptions. Indust. Corporate Change 25(5):709–738.Crossref, Google Scholar
- (1994) Built to Last (HarperCollins, New York).Google Scholar
- (1968) How do committees invent? Datamation 14(4):28–31.Google Scholar
- (2010) How much to copy? Determinants of effective imitation breadth. Organ. Sci. 21(3):661–676.Link, Google Scholar
- (1963) A Behavioral Theory of the Firm (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
- (2009) How to design smart business experiments. Harvard Bus. Rev. 87(2):68–76.Google Scholar
- (1991) Cosmetic, speculative, and adaptive organizational change in the wine industry: A longitudinal study. Admin. Sci. Quart. 36(4):631–661.Crossref, Google Scholar
- (2012) Mechanisms generating context-dependent choices. Lomi A, Harrison JR, eds. The Garbage Can Model of Organizational Choice: Looking Forward at Forty, Research in the Sociology of Organizations, vol. 36 (Emerald, Bingley, UK), 65–97.Crossref, Google Scholar
- (1984) Dimensions of organizational task environments. Admin. Sci. Quart. 29(1):52–73.Crossref, Google Scholar
- (2013) Profiting from business model innovation: Evidence from pay-as-you-drive auto insurance. Res. Policy 42(1):101–116.Crossref, Google Scholar
- (2001) Dynamics of niche width and resource partitioning. Amer. J. Sociol. 106(5):1299–1337.Crossref, Google Scholar
- (2000) Racing and back-pedalling into the future: New product introduction and organizational mortality in the US bicycle industry, 1880–1918. Organ. Stud. 21(2):405–431.Crossref, Google Scholar
- (1985) Alternate forms of fit in contingency theory. Admin. Sci. Quart. 30(2):514–539.Crossref, Google Scholar
- (1989) Making fast strategic decisions in high-velocity environments. Acad. Management J. 32(3):543–576.Crossref, Google Scholar
- (1988) Politics of strategic decision making in high-velocity environments. Acad. Management J. 31(4):737–770.Crossref, Google Scholar
- (2004a) Bounded rationality and the search for organizational architecture: An evolutionary perspective on the design of organizations and their evolvability. Admin. Sci. Quart. 49(3):404–437.Crossref, Google Scholar
- (2004b) Modularity and innovation in complex systems. Management Sci. 50(2):159–173.Link, Google Scholar
- (2018) The power and limits of modularity: A replication and reconciliation. Strategic Management J. 39(9):2547–2565.Crossref, Google Scholar
- (2010) Balancing exploration and exploitation through structural design: The isolation of subgroups and organizational learning. Organ. Sci. 21(3):625–642.Link, Google Scholar
- (2017) Fifteen years of research on business model innovation: How far have we come, and where should we go? J. Management 43(1):200–227.Crossref, Google Scholar
- (2009) Nk modeling methodology in the strategy literature: Bounded search on a rugged landscape. Bergh DD, Ketchen DJ, eds. Research Methodology in Strategy and Management (JAI Press, Bingley, UK), 237–268.Crossref, Google Scholar
- (2016) The innovation pivot framework fostering business model innovation in startups. Res. Tech. Management 59(5):48–56.Crossref, Google Scholar
- (2012) Toward a behavioral theory of strategy. Organ. Sci. 23(1):267–285.Link, Google Scholar
- (2000) Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. 45(1):113–137.Crossref, Google Scholar
- (1994) Pacing strategic change—The case of a new venture. Acad. Management J. 37(1):9–45.Google Scholar
- (2008) Choice interactions and business strategy. Management Sci. 54(9):1638–1651.Link, Google Scholar
- (2014) Four paths to business model innovation. Harvard Bus. Rev. 92(7–8):97–103.Google Scholar
- (1999) The effect of core change on performance: Inertia and regression toward the mean. Admin. Sci. Quart. 44(3):590–614.Crossref, Google Scholar
- (2009) Renewal through Reorganization: The value of inconsistencies between formal and informal organization. Organ. Sci. 20(2):422–440.Link, Google Scholar
- (1998) Rethinking age dependence in organizational mortality: Logical formalizations. Amer. J. Sociol. 104(1):126–164.Crossref, Google Scholar
- (1996) Inertia and change in the early years: Employment relations in young, high-technology firms. Indust. Corporate Change 5(2):503–536.Crossref, Google Scholar
- (1989) Organizational Ecology (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (1977) The population ecology of organizations. Amer. J. Sociol. 82(5):929–964.Crossref, Google Scholar
- (1984) Structural inertia and organizational change. Amer. Sociol. Rev. 49(2):149–164.Crossref, Google Scholar
- (2003a) Cascading organizational change. Organ. Sci. 14(5):463–482.Link, Google Scholar
- (2003b) The fog of change: Opacity and asperity in organizations. Admin. Sci. Quart. 48(3):399–432.Crossref, Google Scholar
- (1992) Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation. Admin. Sci. Quart. 37(1):48–75.Crossref, Google Scholar
- (1994) Evolutionary trajectories in petroleum firm R&D. Management Sci. 40(12):1720–1747.Link, Google Scholar
- (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–20.Crossref, Google Scholar
- (1975) Adaptation in Natural and Artificial Systems (University of Michigan Press, Ann Arbor).Google Scholar
- (2005) Identities, genres, and organizational forms. Organ. Sci. 16(5):474–490.Link, Google Scholar
- (2010) Seizing the White Space: Business Model Innovation for Growth and Renewal (Harvard Business Press, Boston).Google Scholar
- (2012) Architecture, attention, and adaptation in the multibusiness firm: General Electric from 1951 to 2001. Strategic Management J. 33(6):633–660.Crossref, Google Scholar
- (2012) The Business Model Innovation Factory: How to Stay Relevant When the World Is Changing (Wiley, Chichester, UK).Crossref, Google Scholar
- (2002) New product search overtime: Past ideas in their prime? Acad. Management J. 45(5):995–1010.Crossref, Google Scholar
- (1991) Organizational inertia and momentum: A dynamic-model of strategic change. Academic Management J. 34(3):591–612.Google Scholar
- (1993) The Origins of Order: Self-Organization and Selection in Evolution (Oxford University Press, New York).Crossref, Google Scholar
- (1973) Viable and effective organizational designs of firms. Acad. Management J. 16(3):481–495.Google Scholar
- (2015) Business model innovation performance: When does adding a new business model benefit an incumbent? Strategic Entrepreneurship J. 9(1):34–57.Crossref, Google Scholar
- (2007) Two faces of search: Alternative generation and alternative evaluation. Organ. Sci. 18(1):39–54.Link, Google Scholar
- (2002) Modularity in technology and organizations. J. Econom. Behav. Organ. 49(1):19–37.Crossref, Google Scholar
- (2012) Keep searching and you’ll find: What do we know about variety creation through firms’ search activities for innovation? Indust. Corporate Change 21(5):1181–1220.Crossref, Google Scholar
- (1997) Adaptation on rugged landscapes. Management Sci. 43(7):934–950.Link, Google Scholar
- (2018) Situating the Construct of Lean Startup: Adjacent ‘Conversations’ and Possible Future Directions (Wharton School, Philadelphia).Google Scholar
- (2007) Myopia of selection: Does organizational adaptation limit the efficacy of population selection? Admin. Sci. Quart. 52(4):586–620.Crossref, Google Scholar
- (1981) A model of adaptive organizational search. J. Econom. Behav. Organ. 2(4):307–333.Crossref, Google Scholar
- (2018) When two bosses are better than one: Nearly decomposable systems and organizational adaptation. Organ. Sci. 29(2):207–224.Link, Google Scholar
- (1976) Economics of job search: A survey. Econom. Inquiry 14(2):155–189.Crossref, Google Scholar
- (2012) Exploring the duality between product and organizational architectures: A test of the ‘mirroring’ hypothesis. Res. Policy 41(8):1309–1324.Crossref, Google Scholar
- (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–78.Link, Google Scholar
- (1958) Organizations (Wiley, New York).Google Scholar
- (1998) The influence of local search and performance heuristics on new design introduction in a new product market. Res. Policy 26(7–8):753–771.Crossref, Google Scholar
- (2017) Parallel play: Startups, nascent markets, and the search for a viable business model. Working paper, Harvard Business School, Boston.Google Scholar
- (1990) The economics of modern manufacturing—Technology, strategy, and organization. Amer. Econom. Rev. 80(3):511–528.Google Scholar
- (1987) Strategy making and structure: Analysis and implications for performance. Acad. Management J. 30(1):7–32.Crossref, Google Scholar
- (1984) Organizations: A Quantum View (Prentice Hall, Englewood Cliffs, NJ).Google Scholar
- (1993) Death of the lethargic: Effects of expansion into new technical subfields on performance in a firm’s base business. Organ. Sci. 4(2):152–180.Link, Google Scholar
- (2009) Getting to Plan B: Breaking through to a Better Business Model (Harvard Business Review Press, Boston).Google Scholar
- (1994) Competitive agility—A source of advantage based on speed and variety. Shrivastava P, Huff AS, Dutton JE, eds. Advances in Strategic Management (JAI Press, Greenwich, CT), 193–222.Google Scholar
- (1982) An Evolutionary Theory of Economic Change (Belknap Press, Cambridge, MA).Google Scholar
- (2000) Strategic experimentation: Understanding change and performance in new ventures. J. Bus. Venturing 15(5):493–521.Crossref, Google Scholar
- (1997) Toward an attention-based view of the firm. Strategic Management J. 18(S1):187–206.Crossref, Google Scholar
- (2008) Contextuality within activity systems and sustainability of competitive advantage. Acad. Management Perspect. 22(2):34–56.Crossref, Google Scholar
- (2006) The innovation sandbox. Strategy Bus. (44):1–10.Google Scholar
- (2018) The Microstructure of Organizations (Oxford University Press, Oxford, UK).Crossref, Google Scholar
- (2012) Organization design: The epistemic interdependence perspective. Acad. Management Rev. 37(3):419–440.Crossref, Google Scholar
- (2007) What they know vs. what they do: How acquirers leverage technology acquisitions. Strategic Management J. 28(8):805–825.Crossref, Google Scholar
- (2015) Modelling bounded rationality in organizations: Progress and prospects. Acad. Management Ann. 9(1):337–392.Crossref, Google Scholar
- (2011) The Lean Startup: How Constant Innovation Creates Radically Successful Businesses (Crown Business, New York).Google Scholar
- (2001) Reproducing knowledge: Replication without imitation at moderate complexity. Organ. Sci. 12(3):274–293.Link, Google Scholar
- (2007) Patterned interactions in complex systems: Implications for exploration. Management Sci. 53(7):1068–1085.Link, Google Scholar
- (1994) Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. 37(5):1141–1166.Crossref, Google Scholar
- (1996a) Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. 17(S2):63–76.Crossref, Google Scholar
- (1996b) Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. 17:63–76.Crossref, Google Scholar
- (2003) Characterizing complex product architectures. Systems Engrg. 7(1):35–60.Crossref, Google Scholar
- (2017) Is that an opportunity? An attention model of top managers’ opportunity beliefs for strategic action. Strategic Management J. 38(3):626–644.Crossref, Google Scholar
- (2002) Evolution toward fit. Admin. Sci. Quart. 47(1):125–159.Crossref, Google Scholar
- (2011) Firms as systems of interdependent choices. J. Management Stud. 48(5):1126–1140.Crossref, Google Scholar
- (2003) Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. 14(6):650–669.Link, Google Scholar
- (2005) Speed and search: Designing organizations for turbulence and complexity. Organ. Sci. 16(2):101–122.Link, Google Scholar
- (1947) Administrative Behavior (Macmillan, New York).Google Scholar
- (1955) A behavioral model of rational choice. Quart. J. Econom. 69(1):99–118.Crossref, Google Scholar
- (1956) Rational choice and the structure of the environment. Psych. Rev. 63(2):129–138.Crossref, Google Scholar
- (1962) The architecture of complexity. Proc. Amer. Philos. Soc. 106(6):467–482.Google Scholar
- (1990) Invariants of human-behavior. Annual Rev. Psych. 41:1–19.Crossref, Google Scholar
- (2002) Near decomposability and the speed of evolution. Indust. Corporate Change 11(3):587–599.Crossref, Google Scholar
- (1986) Organizational change and organizational mortality. Admin. Sci. Quart. 31(4):587–611.Crossref, Google Scholar
- (2014) Business model innovation—State of the art and future challenges for the field. R&D Management 44(3):237–247.Crossref, Google Scholar
- (1990) Competing Against Time: How Time-Based Competition Is Reshaping Global Markets (Free Press, New York).Crossref, Google Scholar
- (2003) Experimentation Matters: Unlocking the Potential of New Technologies for Innovation (Harvard Business Press, Boston).Google Scholar
- (1967) Organizations in Action (McGraw-Hill, New York).Google Scholar
- (1990) Task partitioning: An innovation process variable. Res. Policy 19(5):407–418.Crossref, Google Scholar
- (2007) The value of moderate obsession: Insights from a new model of organizational search. Organ. Sci. 18(3):403–419.Link, Google Scholar
- (2003) Growth outside the core. Harvard Bus. Rev. 81(12):66–73.Google Scholar
- (2010) Profit from the Core: A Return to Growth in Turbulent Times (Harvard Business Press, Boston).Google Scholar
- (2010) Business model design: An activity system perspective. Long Range Planning 43(2–3):216–226.Crossref, Google Scholar
- (2011) The business model: Recent developments and future research. J. Management 37(4):1019–1042.Crossref, Google Scholar

