Balancing Search and Stability: Interdependencies Among Elements of Organizational Design

By Jan W. Rivkin, Nicolaj Siggelkow. Management Sciences, 2003

885 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/037291880208959628e7986bf5f39e3f2d12a001

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In Management Science and Operations Research

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Citations in the corpus

Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and Their Evolvability (2004, methodology): “Our characterization of an organizational form focuses on the segmentation or departmentalization of activity and the allocation of specific functions to a particular organizational subunit (Marengo et al., 2000; Rivkin and Siggelkow, 2003).”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “For example, Rivkin and Siggelkow (2003) found that a hierarchy tends to yield better outcomes when interactions among decisions are pervasive—but only if there is sufficient information flowing up the hierarchy.”
How Much to Copy? The Contingent Value of Imitation Capabilities (2007, neutral): “…that can be employed to examine organizational search (for instance, Levinthal, 1997; McKelvey, 1999; Gavetti and Levinthal, 2000; Marengo, Dosi, Legrenzi, and Pasquali, 2000; Rivkin and Siggelkow, 2003; Ethiraj and Levinthal, 2004; Lenox, Rockart, and Lewin, 2006, and references therein).”
A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship (2010, neutral): “Studies have shown that agents are good at making incremental changes that increase the viability of their current configuration—these are known as “hill-climbing strategies” (Rivkin & Siggelkow, 2003).”
Cognitive Frames, Learning Mechanisms, and Innovation Ambidexterity* (2014, background): “, between the demands of individuals versus the group, between the need for focus versus flexibility, the need for differentiation versus integration, and between autonomy versus democracy (Cameron and Quinn, 1988; Flynn and Chatman, 2001; Lawrence and Lorsch, 1967; Nonaka and Toyama, 2002; Rivkin a”
Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms (2009, background): “…or to find innovative solutions to problems (Sheremata, complementary knowledge to, for instance, improve and refine existing competences (Floyd & Lane, 2000), to pursue incremental innovations (Subramaniam & Youndt, 2005), or to reinforce existing beliefs and decisions (Rivkin & Siggelkow, 2003).”
Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008, background): “…we label these set of paradoxical capabilities ambidexterity.2 We argue that this senior team capability may be a key discriminator between those firms that thrive as environments shift versus those that do not (O’Reilly & Tushman, 2004; Lubatkin et al., 2006; Rivkin & Siggelkow, 2003).”
Revisiting James March (1991): Whither exploration and exploitation? (2018, background): “B ec ke rt , 2 01 0) March, 1993; Rivkin and Siggelkow, 2003; Rosenkopf and Nerkar, 2001) and inter-organizational level (e.g. Lavie and Rosenkopf, 2006; Rothaermel and Deeds, 2004) (see Table 1).”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, background): “…lack enough guidance to generate appropriate behaviors effi ciently (Weick, 1993; Okhuysen and Eisenhardt, 2002; Baker and Nelson, 2005), while organizations with too much structure are too constrained and lack fl exibility (Miller and Friesen, 1980; Siggelkow, 2001; Martin and Eisenhardt, 2010).”
IS Application Capabilities and Relational Value in Interfirm Partnerships (2007, background): “Along similar lines, the recent literature in organization theory suggests that only ﬁrms that employ organizational features that push the ﬁrm toward exploration and pull it toward stability tend to have high performance (Rivkin and Siggelkow 2003).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Rivkin and Siggelkow ( 2003 ) take on classic issues of organizational design, allocation of tasks, authority, and incentive structures, and examine how these mechanisms influence the breadth and persistence of organizational search processes.”
Modelling Bounded Rationality in Organizations: Progress and Prospects† (2015, methodology): “…the NK model has emerged as a primary modelling approach to study complex management problems such as new product development (e.g. Almirall and Casadesus-Masanell, 2010; Claussen et al., 2014), organization design (e.g. Rivkin and Siggelkow, 2003), and strategy making (e.g. Gavetti et al., 2005).”