Organizational Environments and Industry Exit: the Effects of Uncertainty, Munificence and Complexity

By Philip W. Anderson, Michael L. Tushman. 2001

282 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a2fa79210c4df73de311edad8f555ad6a4dd88f8

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective (2007, background): “From an empirical perspective, Anderson and Tushman (2001) studied the effect of environmental constructs such as uncertainty, munificence, and structural complexity on firm survival.”
The influence of perceived uncertainty on entrepreneurial action in emerging renewable energy technology; biomass gasification projects in the Netherlands (2007, background): “…concerning emerging technologies, an apparent source of uncertainty is technological uncertainty, since the performance of the new technology is still unclear and many alternative designs are competing for dominance (Tushman and Rosenkopf, 1992; Rosenberg, 1996; Anderson and Tushman, 2001).”
Organizational Failure: A Critique of Recent Research and a Proposed Integrative Framework (2004, unknown): “Uncertainty is a concept frequently associated with the “inability to predict or foresee” (Anderson and Tushman, 2001:683).”
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism† (2008, background): “…the frequent changes in product and technological conditions, leading to a higher probability of misfit between a firm’s existing capabilities and the environment where the firm’s existing routines or capabilities should be deployed (Anderson & Tushman, 1990, 2001; Sirmon, Hitt, & Ireland, 2007).”
Taking risks in the face of uncertainty: An exploratory analysis of green innovation (2016, background): “In business, incomplete information generally renders both uncertainty (Anderson and Tushman, 2001, often linked to the operating environment of an enterprise, and risk-taking immeasurable, i.e. ex ante there is no clear probability distribution of potential outcomes).”
Knowing when to leap: Transitioning between exploitative and explorative R&D (2014, methodology): “Since we have a relatively short time series of firm-level data, we include the firstorder autoregressive term of the dependent variable in order to improve the accuracy of our model (Anderson and Tushman, 2001; Folta and O’Brien, 2004; Oriani and Sobrero, 2008).”
What do we really mean when we talk about ‘exit’? A critical review of research on entrepreneurial exit (2014, background): “…exit have operationalised it as an individual’s decision to leave self-employment (Evans and Leighton, 1989; Van Praag, 2003), the exit of firms from a particular market (Anderson and Tushman, 2001; Mitchell, 1994), or as firm discontinuance, closure or bankruptcy (Gimeno et al. 1997).”
Is firm-specific innovation associated with greater value appropriation? The roles of environmental dynamism and technological diversity (2010, background): “We measured environmental dynamism in terms of the uncertainties in both the product market and technology market (Abernathy and Clark, 1985; Anderson and Tushman, 2001; Roberts and Berry, 1985).”
Effects of team knowledge management on the creativity and financial performance of organizational teams (2012, background): “Second, based on institutional theory, which highlights the role of the external environment in shaping the operations of work units (Anderson & Tushman, 2001), we posit that the TKM–creativity link can be moderated by the operational context of teams.”
Prediction and control under uncertainty: Outcomes in angel investing (2009, background): “The point of convergence, however, will likely be different from the end point reached through a more predictive approach.”