Applied Cognitive Psychology: An Information Processing Approach
Applied Cognitive Psychology: An Information Processing Approach
Designing Complex Organizations
Designing Complex Organizations
Complexity Theory and Organization Science
Organization Science
Being Efficiently Fickle: A Dynamic Theory of Organizational Choice
Organization Science
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
Human Problem Solving
Surviving task interruptions: Investigating the implications of long-term working memory theory
International Journal of Human-Computer Studies
Change in the Presence of Residual Fit: Can Competing Frames Coexist?
Organization Science
Organization Design and Effectiveness over the Innovation Life Cycle
Organization Science
CROSSROADS---Organizing for Fluidity? Dilemmas of New Organizational Forms
Organization Science
CROSSROADS---Organizing for Fluidity? Dilemmas of New Organizational Forms
Organization Science
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Our purpose is to clarify the microfoundations of performance in dynamic environments. A key premise is that the microfoundational link from organization, strategy, and dynamic capabilities to performance centers on how leaders manage the fundamental tension between efficiency and flexibility. We develop several insights. First, regarding structure, we highlight that organizations often drift toward efficiency, and so balancing efficiency and flexibility comes, counterintuitively, through unbalancing to favor flexibility. Second, we argue that environmental dynamism, rather than being simply stable or dynamic, is a multidimensional construct with dimensions that uniquely influence the importance and ease of balancing efficiency and flexibility. Third, we outline how executives balance efficiency and flexibility through cognitively sophisticated, single solutions rather than by simply holding contradictions. Overall, we go beyond the caricature of new organizational forms as obsessed with fluidity and the simplistic view of routines as the microfoundation of performance. Rather, we contribute a more accurate view of how leaders effectively balance between efficiency and flexibility by emphasizing heuristics-based “strategies of simple rules,” multiple environmental realities, and higher-order “expert” cognition. Together, these insights seek to add needed precision to the microfoundations of performance in dynamic environments.