Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation

By Nicolaj Siggelkow, Daniel A. Levinthal. Organ. Sci., 2003

933 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/abbc37ec5f24b8cde261102c2da6a881c5638d53

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “Since Lawrence and Lorsch’s (1967) seminal work, researchers have recognized the complementary roles of differentiation and integration as mechanisms for enabling organizations to deliver effective outcomes.”
The individual side of ambidexterity: Do individuals' perceptions match actual behaviors in reconciling the exploration and exploitation trade-off? (2014, background): “…the tradeoff to pursue both these kinds of learning orientation has been tackled for a long time, suggesting different ambidextrous organizational solutions: structural, sequential and contextual ambidexterity (Gibson & Birkinshaw, 2004; Siggelkow & Levinthal, 2003; Tushman & O’Reilly, 1996).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “For instance, Siggelkow and Levinthal (2003) theorized the degree of centralization affect a firm’s ability to explore and adapt.”
IS Application Capabilities and Relational Value in Interfirm Partnerships (2007, background): “Further, dynamic structural changes such as reinte-gration of “temporarily decentralized” organizational units have been shown to allow the ﬁrm to avoid poor-performing activity conﬁgurations and to eventually coordinate across its divisions (Siggelkow and Levinthal 2003).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “…form a paradoxical relationship (Andriopoulos and Lewis, 2010; Raisch and Zimmermann, 2017; Smith and Lewis, 2011) as they require substantially different structures, processes, strategies and capabilities (Benner and Tushman, 2003; Chang et al., 2009; McGrath, 2001; Siggelkow and Levinthal, 2003).”
Internationalising in small, incremental or larger steps? (2007, background): “…Holmqvist, 2004; Rothaermel and Deeds, 2004), on newly established companies (Baum et al., 2000; Winter and Szulanski, 2001), and on the issue of whether or not firms should establish separate units specialising in exploitation or exploration (Siggelkow and Levinthal, 2003; He and Wong, 2004).”
Patterned Interactions in Complex Systems: Implications for Exploration (2007, background): “Since the landscape features we study (including ones discussed below) behave linearly in p, we will focus below on the extreme cases, the local and random influence matrices, and not on matrices with intermediate values of p.”
Contextuality Within Activity Systems and Sustainability of Competitive Advantage (2008, background): “Contractors are served by a separate corporate division from separate and different facilities.”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, background): “Siggelkow and Levinthal (2003) considered the role of decentralization.”
The business model: Theoretical roots, recent developments, and future research (2010, background): “When the competitive landscape changes dramatically, firms have to face the challenge of reassessing their set of activities and deciding which ones to keep performing and which ones to discontinue (Siggelkow & Levinthal, 2003).”