Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution

By Henk W. Volberda, Arie Y. Lewin. 2003

624 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5fe1eea7a6aa6de19d84fec844dfef49412abf73

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In Sociology and Political Science

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Citations in the corpus

Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, neutral): “The changing nature of both institutional contexts and of learning processes in emerging economies suggests a need to develop a co-evolutionary perspective (Volberda and Lewin, 2003).”
Advancing Strategic Entrepreneurship Research: The Role of Complexity Science in Shifting the Paradigm (2009, positive): “Volberda and Lewin (2003) use selection and adaption theories to illustrate an emphasis on two levels of analyses that do not intersect.”
Management Innovation: Management as Fertile Ground for Innovation (2013, positive): “A more co-evolutionary approach to studying the development and introduction of management innovation versus technological innovation over time, one which involves different levels of analysis and also takes into account institutional and environmental changes as well as the intentions of management”
A Review of Dynamic Capabilities, Innovation Capabilities, Entrepreneurial Capabilities and Their Consequences (2020, background): “Entrepreneurial capabilities co-evolve with the environment (Lewin & Volberda, 1999; Volberda & Lewin, 2003) and is developed through experience and reflection (Bingham et al., 2007).”
Absorbing the Concept of Absorptive Capacity (2009, background): “According to co-evolutionary theory, firm change is the joint effect of managerial intentionality, institutional and environmental effects (Lewin and Volberda, 1999; Volberda and Lewin, 2003).”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “…on exploration hampers long-term economic survival through obsolescence and leads to an inability to cope with the restructured environment, whereas insufficient engagement in exploitation reduces the prospects for short-term competitiveness (Levinthal & March, 1993; Volberda & Lewin, 2003).”
Exploring Exploration Orientation and its Determinants: Some Empirical Evidence (2004, background): “The co-evolutionary perspective is emerging as an important organizing framework for inquiring into organizational conduct and outcomes as a joint function of managerial efforts and selection pressures imposed by the environment (Lewin and Volberda, 1999; Volberda and Lewin, 2003).”
An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment (2010, positive): “…of co-evolutionary organizational theorists has been to suggest that there is not a clearcut choice between managerial adaptation and environmental selection, but that both processes occur simultaneously and influence each other (Baum & Singh, 1994; Lewin & Volberda, 1999; Volberda & Lewin, 2003).”
When does investment in political ties improve firm performance? The contingent effect of innovation activities (2014, background): “Because exploratory innovation requires new technological and market knowledge that departs from the firm’s existing knowledge-base, it bears an inherently high uncertainty (March, 1991; Volberda & Lewin, 2003).”