Patterned Interactions in Complex Systems: Implications for Exploration

By Jan W. Rivkin, Nicolaj Siggelkow. Management Sciences, 2007

333 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Sociology and Political Science, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/7af0f76c0b273b3de1aca3fcd85a3f984504f8a7

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In Management Science and Operations Research

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Citations in the corpus

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).”
Where do transactions come from? Modularity, transactions, and the boundaries of firms (2007, methodology): “This section lays the groundwork of my theory in the form of a set of basic definitions.”
Economic Opportunity and Evolution: Beyond Landscapes and Bounded Rationality (2013, methodology): “The contrast between local exploitation versus more global exploration on landscapes has also been a central metaphor for understanding the trade-offs that firms make (e.g., Levinthal and March, 1993; Rivkin and Siggelkow, 2007).”
Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective (2007, methodology): “Recent advancements made by Rivkin and Siggelkow (2007) toward extending CAS research of organizations (Levinthal, 1997; McKelvey, 1999) using the NK model of fitness from theoretical biology (Kauffman & Levin, 1987; Kauffman & Weinberger, 1989) to questions of adaptability in individual organizat”
Theories of the Firm-Market Boundary (2011, unknown): “Some have used the landscape metaphor to essentially define the scope of the coordination problem involved in value creation (Rivkin & Siggelkow, 2007; Siggelkow & Rivkin, 2006).”
The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures (2018, background): “Consistent with empirical research recognizing that interdependencies among organizational design elements are often patterned (Rivkin and Siggelkow, 2007), we focused much of our analysis on core design choices.”