Rationality, Foolishness and Adaptive Intelligence

By Ian D. Turner. 2006

241 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c1b8262fdd196a1d9f47382561179fc0b8db52cf

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In Strategy and Management

Citations in the corpus

Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “For example, reflecting on decades of research, March (2006) observed that the process of adaptation is incompletely understood, in part, because the mechanisms through which exploitation and, especially, exploration are enacted have largely remained ‘unexamined and unexplained’ (p. 205).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “This compensates for Vaisala’s inability to pursue wide-ranging scientific exploration internally, and it also reduces the need to invest the firm’s scarce resources in radical exploration, which is unprofitable on average (March, 2006).”
Outlines of a behavioral theory of the entrepreneurial firm (2008, unknown): “66 (2008) 37–59 49 adaptive sense (March, 2006).”
The neuro-scientific foundations of the exploration-exploitation dilemma (2010, background): “March, 2006 Pursuit of what might come to be known.”
Strategy tools as boundary objects (2009, background): “Much academic debate assumes that strategy tools are used instrumentally for problem-solving and decision-making (e.g. March, 2006).”
Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains (2013, background): “…domains, however, simultaneous exploration and exploitation increases internal complexity (McKelvey 1999), requires divergent cognitive models and objectives (Gibson and Birkinshaw 2004, Smith and Tushman 2005), and forces trade-offs between the two emphases (Gupta et al. 2006; March 1991, 2006).”
Perspective - Neo-Carnegie: The Carnegie School's Past, Present, and Reconstructing for the Future (2007, background): “March (2006) describes the pursuit of organizational intelligence in terms of the coexistence of a model-based rational logic of anticipation, and a feedback-based, habit-centered logic of learning.”
Prediction and control under uncertainty: Outcomes in angel investing (2009, background): “However, as scholars have strongly argued in the past, it makes a real difference in terms of actual consequences, what the dominant driver of strategy formation is (Mintzberg and Waters, 1985; March, 2006; Shapira, 1995; Sarasvathy, 2001a; Wiltbank et al., 2006).”
Now, let's make it really complex (complicated): A systematic review of the complexities of projects (2011, background): “Geraldi and Adlbrecht (2007) termed this complexity as ‘complexity of faith’, as project managers would act as “priests”, convincing the team and stakeholders to have faith in the project (Peters and Waterman, 1982), but not necessarily be closed to criticism (March, 2006).”
Organizational Path Dependence: Opening the Black Box (2009, background): “A well-known example from organizational learning points to the fact that a focus on the advantages of exploitative learning may increasingly drive out explorative learning (March, 1991, 2006).”
Toward a Behavioral Theory of Strategy (2012, background): “The general rationale for this is that novel and highly ambiguous situations are very hard to approach in the logico-deductive manner of rational choice (Neustadt and May 1986, Gilboa and Schmeidler 2000, Gavetti et al. 2005, March 2006).”