Two Faces of Search: Alternative Generation and Alternative Evaluation

By Thorbjørn Knudsen, Daniel A. Levinthal. Organ. Sci., 2007

383 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ffc4867e61426c2f529c01688e93371f6dfcda64

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Citations in the corpus

Theories of the Firm-Market Boundary (2011, positive): “Less complex problems are well matched to the use of authority and/or structured delegation in which individuals are allowed to make defined decisions based on their own judgment and expertise (Knudsen & Levinthal, 2007 ; Sah & Stiglitz, 1986 ).”
The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures (2018, background): “, 2013; Foss, Lyngsie, and Zahra, 2015) or is based on simulations of large organizations (Carley and Lin, 1997; Lin and Carley, 1997; Rivkin and Siggelkow, 2003; Siggelkow and Rivkin, 2005; Knudsen and Levinthal, 2007).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Knudsen and Levinthal ( 2007 ) explore the impact of alternative organizational forms for search through performance landscapes.”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “…the decision makers’ previous experiences (Eggers & Kaul, 2018; Gaba, Lee, Meyer-Doyle, & Zhao, 2019), rules invoked at the time of the decision (Knudsen & Levinthal, 2007; Csaszar, 2012, 2013a, b), the common ground on which decision makers agree (Puranam et al., 2015), communication acts…”
Corporate foresight: An emerging field with a rich tradition (2015, background): “, 2005; Daft andWeick, 1984; Maitlis and Christianson, 2014), and (forward-looking) organizational search (Gavetti and Levinthal, 2000; Tripsas and Gavetti, 2000; Knudsen and Levinthal, 2007).”
Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, background): “We find that our ecosystem creators devised a strategy in which, rather than trying to tackle this uncertainty head on by betting on one specific application, they distributed the explorative generation of alternatives (Gruber et al., 2008; Knudsen & Levinthal, 2007) to their emerging ecosystem.”
Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems (2017, background): “This reduces the likelihood of leader firms selecting an inferior alternative (Knudsen & Levinthal, 2007).”
Organizational structure as a determinant of performance: Evidence from mutual funds (2012, background): “, Rivkin and Siggelkow, 2003; Ethiraj and Levinthal, 2004), (ii) alternative evaluation (e.g., Gavetti and Levinthal, 2000; Knudsen and Levinthal, 2007), and (iii) execution or implementation (e.”
The Architecture and Design of Organizational Capabilities (2006, positive): “Important work by Gavetti (forthcoming), Knudsen and Levinthal (2005) , Marengo and Dosi (2005), Marengo et al. (2000), and others highlights the links among problem-solving, decision-making, and aggregate outcomes.”
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, background): “making processes (Knudsen and Levinthal, 2007) as well as a firm’s ability to adjust to its environment”
Organizational Learning: From Experience to Knowledge (2011, neutral): “Several researchers have conceived of search (e.g., see Knudsen & Levinthal, 2007) as another organizational learning subprocess (Huber 1991).”
Top management attention to innovation: The role of search selection and intensity (2009, background): “In general, the more expansive the search terrain in which a search takes place, the greater the likelihood of finding new information and knowledge that leads to new product introductions (e.g., Katila & Ahuja, 2002; Knudsen & Levinthal, 2007).”