Rationality, foolishness, and adaptive intelligence
By James G. March. 2006
438 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/22ff764d08ea784b9a126bf1a16f731373b3e54c
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
- T. Swift
- Silvia Stroe
- C. Kim
- Ram Mudambi
- Richard A. Bettis
- Vinit Parida
- Joakim Wincent
- Ian D. Turner
In Strategy and Management
- Ram Mudambi
- Óscar Martín Martín
- Francesco Ciabuschi
- Fang Wu
- T. Swift
- M. Forsgren
- Vinit Parida
- Joakim Wincent
Citations in the corpus
- Imprinting by Design: The Microfoundations of Entrepreneurial Adaptation (2014, background): “On the other hand, if the transactive autobiographical memory system supports a more coherent entrepreneurial narrative (the result of an enhancing spiral), then future learning can be more exploratory and innovative (March, 2006).”
- Rationality vs ignorance: The role of MNE headquarters in subsidiaries’ innovation processes (2011, background): “has a long tradition (March, 2006; Olsen, 1976).”
- Rationality, Foolishness and Adaptive Intelligence (2006, background): “…may very well be maintained by generalisation from successes in simpler worlds, by the enthusiasm of the industry that has grown up around it, and by the hubris and limited memories of decision makers … but it seems unlikely to be sustained by experience in complex situations” (March, 2006).”
- Knowing when to leap: Transitioning between exploitative and explorative R&D (2014, background): “However, the skills required to undertake exploration and exploitation are orthogonal (March, 1991, 1996, 2006).”
- Effectuation or causation: An fsQCA analysis of entrepreneurial passion, risk perception, and self-efficacy (2018, background): “Forecasting becomes increasingly complex, so decision makers may benefit from employing decision logics that reduce the need for prediction (Axelrod & Cohen, 1999; March, 2006).”
- Technological capability, strategic flexibility, and product innovation (2009, background): “The costs associated with learning new knowledge and restructuring existing know-how encourage technology-entrenched firms to rationally lower their explorative behaviors (March, 2006).”