Measuring Exaptation and Its Impact on Innovation, Search, and Problem Solving

Andriani, Pierpaolo; Ali, Ayfer; Mastrogiorgio, Mariano

doi:10.1287/orsc.2017.1116

Cited by 76 publications

(88 citation statements)

References 59 publications

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“…For instance, the microwave oven was an unintended byproduct of defense contractor Raytheon's efforts to solve performance problems during the design of WWII radar systems. Similarly, pharmaceutical firms maintain libraries of molecules they have previously investigated, and search these molecule libraries for solutions to a given problem (Andriani, Ali & Mastrogiorgio, 2017).…”

Section: Understanding the Ancillary Outputs Of Problemistic Searchmentioning

confidence: 99%

Renewing Research on Problemistic Search—A Review and Research Agenda

Posen

Keil

Kim

et al. 2018

ANNALS

309

386

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Problemistic search theory, with its roots in the Carnegie School tradition, describes a behaviorally plausible process by which firms learn from performance feedback. A firm's recognition of performance below aspirations leads to search for a solution to the problem, resulting in change intended to restore performance to the aspired level. The concept of problemistic search has diffused broadly in the management literature-it is a central theoretical concept in a broad variety of organizational theories, and an important explanation of a wide variety of organizational behaviors and outcomes. We review the literature and argue that the development of the theory has not kept pace with the breadth of the unfolding literature. We identify six critical issues with extant research that can be traced back to a continued (over) reliance on the initial conceptualization of problemistic search. To address these issues and to revitalize research, we propose a research agenda premised on a more central role for cognition in the theory and the need for greater emphasis on a process perspective of problemistic search.

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Section: Understanding the Ancillary Outputs Of Problemistic Searchmentioning

confidence: 99%

Renewing Research on Problemistic Search—A Review and Research Agenda

Posen

Keil

Kim

et al. 2018

ANNALS

309

386

View full text Add to dashboard Cite

show abstract

“…In this sense, we think that the Manhattan Project invites us to change our perceptions of how the unknown can be apprehended by management scholars. As presented in this case‐study, the unknown is neither considered as ‘unwelcome surprises’ that must be eliminated or reduced (Browning and Ramasesh, : 53) nor ‘happy’ accidents to be aware of (Beale, ; Austin et al, ; Andriani et al, ). Experimenters in the Manhattan Project deliberatively wanted to produce hitherto unknown artifacts and phenomenon (e.g., an atomic bomb, a chain reaction).…”

Section: Discussion and Further Research: Toward A Model Of Experimenmentioning

confidence: 99%

“…In a similar vein, Andriani et al . (: 320) demonstrate that exaptation, defined as ‘the process by which features acquire functions for which they were not originally adapted or selected’, is the source of many scientific discoveries.…”

Section: Models Of Experimentation and Thomke's Principlesmentioning

confidence: 99%

Experimenting in the Unknown: Lessons from The Manhattan Project

Gillier

Lenfle

2018

European Management Review

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Experimentation is paramount to innovation. In fact, innovation scholars and practitioners have espoused Thomke's (2003) book titled Experimentation matters: Unlocking the potential of new technologies for innovation. Unfortunately, companies still experience considerable technical and managerial difficulties with organizing experiments under high uncertainty. This study confronts Thomke's experimentation principles with a high uncertainty context by examining experiments conducted by The Manhattan Project from 1943-1945, the initiative that created the first implosion-type fission bomb. Findings suggest that lack of theoretical knowledge, a crisis of scientific instruments, and absence of pre-established organizations were critical to such highly uncertain experimentation. We conclude with a discussion of the boundary conditions of Thomke's experimentation principles. Finally, we propose five principles for facilitating the management of experimentation in the unknown.

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“…From our point of view it is plausible to start with needs and intentionally narrow the space for subsequent search for solutions [29], [30]. Consequently, the main research gap is the lack of methods to prioritize salient needs within a social system to enable informed search for satisfiers and solutions within action research projects [7], [31].…”

Section: Research Gap and Methodsmentioning

confidence: 99%