Adaptation on rugged landscapes
Management Science
Designing Complex Organizations
Designing Complex Organizations
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Landscape Design: Designing for Local Action in Complex Worlds
Organization Science
Reproducing Knowledge: Replication Without Imitation at Moderate Complexity
Organization Science
Management Science
Imitation of Complex Strategies
Management Science
Mathematical Models for Studying the Value of Cooperational Leadership in Team Replacement
Computational & Mathematical Organization Theory
Performance Variability and Project Dynamics
Computational & Mathematical Organization Theory
Two Faces of Search: Alternative Generation and Alternative Evaluation
Organization Science
Change in the Presence of Residual Fit: Can Competing Frames Coexist?
Organization Science
Disruptions in information flow: a revenue costing supply chain dilemma
Journal of Theoretical and Applied Electronic Commerce Research
Elucidating strategic network dynamics through computational modeling
Computational & Mathematical Organization Theory
Hoping for A to Z While Rewarding Only A: Complex Organizations and Multiple Goals
Organization Science
Opportunism by cheating and its effects on industry profitability. The CIOPS model
Computational & Mathematical Organization Theory
Management Science
Electricity consumption simulation based on multi-agent system
IDEAL'09 Proceedings of the 10th international conference on Intelligent data engineering and automated learning
Hierarchical Structure and Search in Complex Organizations
Management Science
Modularity and incremental innovation: the roles of design rules and organizational communication
Computational & Mathematical Organization Theory
How does the combination of R&D and types of knowledge matter for patent propensity?
Journal of Engineering and Technology Management
Understanding the Role of Worker Interdependence in Team Selection
Organization Science
Winter Simulation Conference
Reproducing Knowledge: Inaccurate Replication and Failure in Franchise Organizations
Organization Science
Dealing with Complexity: Integrated vs. Chunky Search Processes
Organization Science
Designing for Complexity: Using Divisions and Hierarchy to Manage Complex Tasks
Organization Science
Project dynamics and emergent complexity
Computational & Mathematical Organization Theory
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We examine how and why elements of organizational design depend on one another. An agent-based simulation allows us to model three design elements and two contextual variables that have rarely been analyzed jointly: a vertical hierarchy that reviews proposals from subordinates, an incentive system that rewards subordinates for departmental or firm-wide performance, the decomposition of an organization's many decisions into departments, the underlying pattern of interactions among decisions, and limits on the ability of managers to process information. Interdependencies arise among these features because of a basic, general tension. To be successful, an organization must broadly search for good sets of decisions, but it must also stabilize around good decisions once discovered. An effective organization balances search and stability. We identify sets of design elements that encourage broad search and others that promote stability. The adoption of elements that encourage broad search typically raises the marginal benefit of other elements that provide offsetting stability. Hence, the need to balance search and stability generates interdependencies among the design elements. We pay special attention to interdependencies that involve the vertical hierarchy. Our findings confirm many aspects of conventional wisdom about vertical hierarchies, but challenge or put boundary conditions on others. We place limits, for instance, on the received wisdom that firm-wide incentives and capable subordinates make top-level oversight less valuable. We also identify circumstances in which vertical hierarchies can lead to inferior long-term performance.