Change in the Presence of Residual Fit: Can Competing Frames Coexist?

By Clark G. Gilbert. Organ. Sci., 2006

421 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5acd437da5337b2f26653a5e01caf50cbdaebb2d

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Strategic choice during economic crisis: Domestic market position, organizational capabilities and export flexibility (2009, background): “Gilbert (2006) finds that competing frames of threat and opportunities can co-exist.”
Functions of Dysfunction (2014, background): “…and Lewis (2000), that describe certain aspects of those dynamics, empirical studies that document how a singular event or issue played out (e.g., Gilbert, 2006; Barge et al., 2008), and conceptual and empirical papers that provide a more prescriptive stance on how dualities can be managed…”
Revisiting Burns And Stalker: Formal Structure And New Venture Performance In Emerging Economic Sectors (2006, background): “In dynamic contexts, new ventures and large, mature organizations face fundamentally different structural challenges (Cameron & Quinn, 1983; Gilbert, 2005, 2006; Kimberly, 1979; Shane, 2003).”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, positive): “Additionally, organizational integration mechanisms need to enable ambidextrous organizations to access and integrate knowledge sources flexibly across relatively autonomous exploratory and exploitative units (Galunic and Eisenhardt 2001, Gilbert 2006, Henderson and Cockburn 1994).”
Special Issue: Frontiers of Organization Science, Part 2 of 2: Organizational Boundaries and Theories of Organization (2005, background): “As environments evolve, the competence view suggests that managers will coevolve internal boundaries by repatching the portfolio of business units (Galunic and Eisenhardt 2001, Gilbert 2005) or recoupling the links among those business units (Martin and Eisenhardt 2005).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, neutral): “…qualitative Mixed methods - Case study (Qual); OLS regression (Quant) Effects of experiential learning on the cost of capability development Gilbert (2006) Qualitative Multi-level; longitudinal case study Identification of threat and opportunity frames as part of a broader class of…”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “From this perspective, the mere coexistence of exploitative and explorative activities in differentiated organizational units represents an important yet insufficient condition for organizational ambidexterity (Gilbert 2006).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “…is warranted, as it is positively associated with several favourable organizational outcomes, such as profitability and growth (Gibson and Birkinshaw, 2004; He and Wong, 2004; Lubatkin et al., 2006), organizational responsiveness (Gilbert, 2006) and knowledge sharing (Im and Rai, 2008).”
Paradox as a Metatheoretical Perspective (2014, background): “In comparison, contextual ambidexterity theory posits that the tension can be fruitfully engaged throughout the firm via contextual supports (Gibson & Birkinshaw, 2004), and dynamic capability theory seeks ongoing engagement with exploration and exploitation via fluid organizational routines (Harrel”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, positive): “Top management teams (TMTs) often become mired in framing the innovation in terms of the organization’s past, rather than the future (Gilbert, 2006).”
CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, background): “These spatially separated units remain isolated, thereby safeguarding the independence of their activities, culture, and cognitive framing (Gilbert 2006).”
The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “But strategy frames are domain specific, CEOs and organizations may indeed hold multiple strategy frames, and they may switch from one frame to another depending on various triggers (Gilbert, 2006; Louis & Sutton, 1991).”