Strategy as guided evolution

By Bjørn Løvås, S. Ghoshal. 2000

521 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1656ed0089acfec768d4d6cd3277374431d149a7

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In Sociology and Political Science

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Citations in the corpus

Intellectual capital disclosure payback (2011, background): “Literature presents a clear distinction between the two main knowledge management strategies: exploitation and exploration (March, 1991; Lovas and Ghoshal, 2000; SubbaNarasimha, 2001; Choo and Bontis, 2002; Bierly and Daly, 2002; Ichijo, 2002; Knott, 2002; Zack, 2002).”
On the Problem of Participation in Strategy: A Critical Discursive Perspective (2008, background): “…managers are key to organizational knowledge creation (Hart 1992, Floyd and Lane 2000, Floyd and Wooldridge 2000), and that these ideas help in adapting organizational strategies to changing environments (Burgelman 1983, Bourgeois and Brodwin 1984, Noda and Bower 1996, Lovas and Ghoshal 2000).”
The resource‐based view of strategy and its value to practising managers (2002, background): “Lovas and Ghoshal (2000) hypothesize that Firms that are able to choose strategic initiatives which effectively exploit their existing human and social capital while, at the same time, facilitating the development of new, variable human and social capital, will perform better in the long run than…”
Patterns of strategies in Swiss higher education institutions (2011, background): “intraorganizational ecology strategy making (1991) and Lovas and Ghoshal (2000) on the role of executives in guiding organizational evolution).”
Perspectives on Innovation Processes (2013, background): “Such practices create what Cohen, March, and Olsen (1972) call a “garbage can”.”
Selective Intervention and Internal Hybrids: Interpreting and Learning from the Rise and Decline of the Oticon Spaghetti Organization (2003, background): “A basic problem of undertaking research into the Oticon spaghetti experiment is that relatively few of those who were employed when the experiment was implemented in 1991 are still with Oticon, and the rest turned out to be very hard to locate.”