The endogenous origins of experience, routines, and organizational capabilities: the poverty of stimulus

By Teppo Felin, N. J. Foss. Journal of Institutional Economics, 2010

118 citations recorded by the source corpus.

Subfields: Business and International Management, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8ae357bdfe5fc87da7308a99b5d2e3a2d14dd879

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

1. Torben Pedersen
2. Siegwart Lindenberg
3. N. J. Foss

In Management Science and Operations Research

1. Torben Pedersen
2. Siegwart Lindenberg
3. N. J. Foss
4. Ram Mudambi
5. P. Navarra

In Strategy and Management

1. N. J. Foss
2. Torben Pedersen
3. Siegwart Lindenberg
4. Dana B. Minbaeva
5. Kirsten Foss
6. Keld Laursen
7. Tatiana Andreeva
8. Anne-Wil Harzing

Citations in the corpus

• Microfoundations in international management research: The case of knowledge sharing in multinational corporations (2019, background): “One version of the microfoundations argument (notably Felin & Hesterly, 2007) argues that treating individuals as homogenous and malleable is tantamount to suppressing them – because individuals are inherently different and at least some differences are non-malleable (Felin & Foss, 2011).”
• Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, unknown): “…of rationality is important to recognize (particularly as a contrast to models that feature omniscience), nonetheless there are also factors outside experience that play a central role in individual and organizational behavior (for an overview, see Felin and Foss, 2011; also see Grandori, 2010).”
• Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “For example, Felin and Foss (2011) criticize its philosophical foundations, arguing that in spite of the stated interest in developing a more realistic view of decision-making, the behavioral approach fundamentally derives from”