Organizational Path Dependence: Opening the Black Box

By J. Sydow, Georg Schreyögg, Jochen Koch. 2009

1,534 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/787b29f11b66a954cc0fbad46be3581af79e2fd0

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “The side effects can be linked with the literature on path dependence theory to explain the drivers of developments that cause the run of events (e.g. Schreyögg and Kliesch-Eberl, 2007; Sydow et al., 2009).”
How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship (2012, positive): “Path dependence theory (Garud et al., 2010; Sydow et al., 2009; Vergne and Durand, 2010), a perspective rooted in absorptive capacity, highlights the concept that ‘history matters’ in how well a company can absorb and retain new knowledge; through accumulating similar knowledge, building…”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): “A fourth, behavioristic approach to understanding variance in incumbents’ adoption of discontinuous technologies assumes that decision makers feel emotionally tied to existing tangible and intangible resources within their firms and within the broader ecosystem surrounding their organizations (Burge”
The missing link between the theory and empirics of path dependence: Conceptual clarification, testability issue, and methodological implications (2010, background): “As already noted by Sydow et al. (2009), path dependence has become an essential theoretical construct for many organization scholars.”
Organizational Path Dependence: A Process View (2011, background): “As will be shown, these are governed by different causal regimes and constitute different settings for organizational action and decision-making (Sydow et al., 2009).”
Path Dependence or Path Creation (2010, background): “Yet, despite past clarifications (e.g. David, 2001), we note how scholars have continued to use the path dependence concept in different ways (see for instance, Sydow et al., 2009).”