Adaptation on rugged landscapes
Management Science
Designing Complex Organizations
Designing Complex Organizations
Imitation of Complex Strategies
Management Science
An Interdisciplinary Perspective on IT Services Management and Service Science
Journal of Management Information Systems
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Design rules allocate functions to modules, identify operating principles, and set interfaces among modules that determine how organizations evolve. A case study of radical innovation in tire manufacturing illustrates the transition from old to new design rules through the joint adaptation of the manufacturing organization and the product to reflect changes in the underlying engineering knowledge. The case shows how knowledge evolution mediates organizational and technological change and makes any organization design openended and evolving.