Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and Their Evolvability
By Sendil K. Ethiraj, Daniel A. Levinthal. 2004
313 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/6ec26d8464605f81f3189c848c24841beaecd02c
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
- Giovanni Gavetti
- Michael L. Tushman
- William Ocasio
- Daniel A. Levinthal
- Quy Nguyen Huy
- Phanish Puranam
- Nils Stieglitz
- Simon Collinson
In Strategy and Management
- Phanish Puranam
- Giovanni Gavetti
- Simon Collinson
- Michael L. Tushman
- William Ocasio
- Nils Stieglitz
- Magda Osman
- M. Pillutla
Citations in the corpus
- Organizational structure as a determinant of performance: Evidence from mutual funds (2012, background): “To understand the scope and applicability of Sah and Stiglitz’s (1986) model, it is useful to start by describing how it fits within the three fundamental themes of organization design: (i) organizational search or alternative generation (e.g., Rivkin and Siggelkow, 2003; Ethiraj and Levinthal, 2004”
- The regional nature of Japanese multinational business (2008, methodology): “We do not follow the kind of computational modelling employed by Ethiraj and Levinthal (2004) and others.”
- Modelling Bounded Rationality in Organizations: Progress and Prospects† (2015, background): “For instance, the consequences of the degree of task decomposability or its hierarchical properties can be explored in this way (e.g. Ethiraj and Levinthal, 2004; Rivkin and Siggelkow, 2007; Ghemawat and Levinthal, 2008).”
- Perspective - Neo-Carnegie: The Carnegie School's Past, Present, and Reconstructing for the Future (2007, methodology): “More recent simulation research on the effects of alternative decision structures is also relevant to this effort (e.g., Ethiraj and Levinthal 2004, Rivkin and Siggelkow 2003).”
- Dynamic Creation: Extending the Radical Austrian Approach to Entrepreneurship (2010, background): “A module is ‘a unit whose structural elements are powerfully connected among themselves and relatively weakly connected to elements in other units’ (Baldwin and Clark 2000: 63).”
- Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2010, background): “…Gupta & Govindarajan, 2000), overseas acquisitions have been embraced as an important mode of internationalization that enables emerging-economy firms to gain critical assets required for complex problemsolving and strategic renewal (Capron, Dussauge, & Mitchell, 1998; Ethiraj & Levinthal, 2004).”
- Distributed Attention and Shared Emotions in the Innovation Process (2016, background): “…University 2 INSEAD, Singapore strategic themes into actionable goals for middle management, while the latter are expected to coordinate with each other and report upwards on the progress of implementation to enable corrective actions (e.g., March and Simon, 1958; Ethiraj and Levinthal, 2004).”