Co-Evolutionary service-oriented model of technology transfer in software engineering
Proceedings of the 2006 international workshop on Software technology transfer in software engineering
Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity
Organization Science
Microfoundations of Internal and External Absorptive Capacity Routines
Organization Science
The role of information and communication technologies in moving toward new forms of organising
International Journal of Business Information Systems
Proceedings of the 12th International Conference on Electronic Commerce: Roadmap for the Future of Electronic Business
The Coevolution of Industries and Important Features of Their Environments
Organization Science
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This paper outlines an alternative theory of organization-environment coevolution that generalizes a model of organization adaptation first proposed by March (1991), linking firm-level exploration and exploitation adaptations to changes in the population of organizations. The theory considers organizations, their populations, and their environments as the interdependent outcome of managerial actions, institutional influences, and extra-institutional changes (technological, sociopolitical, and other environmental phenomena). In particular, the theory incorporates potential differences and equifinal outcomes related to country-specific variation. The basic theses of this paper are that firm strategic and organization adaptations coevolve with changes in the environment (competitive dynamics, technological, and institutional) and organization population and forms, and that new organizational forms can mutate and emerge from the existing population of organizations. The theory has guided a multicountry research collaboration on strategic and organization adaptations and the mutation and emergence of new organizational forms from within the existing population of organizations.