Adaptation on rugged landscapes
Management Science
The innovator's dilemma: when new technologies cause great firms to fail
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Designing Complex Organizations
Designing Complex Organizations
Being Efficiently Fickle: A Dynamic Theory of Organizational Choice
Organization Science
Modularity and Innovation in Complex Systems
Management Science
Unanimity Rule and Organizational Decision Making: A Simulation Model
Organization Science
The Art of Computer Programming, Volume 4, Fascicle 2: Generating All Tuples and Permutations (Art of Computer Programming)
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Organization Science
Design of Decision-Making Organizations
Management Science
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This paper develops a parsimonious process-level theory that connects organizational structure to exploration and exploitation. Toward this end, it develops a mathematical model of organizational decision making that combines an information processing approach in the spirit of Sah and Stiglitz [Sah RK, Stiglitz JE 1986 The architecture of economic systems: Hierarchies and polyarchies. Amer. Econom. Rev. 764:716–727] with elements from signal detection theory. The model is first used to explore a “design space” of organizations and identify trade-offs and dominance relationships among alternative organization designs. The paper then studies open questions in the organization design literature, such as the extent to which exploration and exploitation can be produced by one organization and what is the effect of organization size on exploration. More broadly, this research speaks to calls for the introduction of more process-level explanations in the organizations literature. The paper concludes with testable hypotheses and managerially relevant insights.