Momentum and Revolution in Organizational Adaptation.

Miller, Danny; Friesen, Peter H.

doi:10.2307/255551

Cited by 713 publications

(257 citation statements)

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“…Organizations tend to continue the same type of search (either external or internal) over time, since search rules adapt over time but are conditioned by previously tried solutions (Miller and Friesen, 1980;Cyert and March, 1963). Therefore, firms may continue trying the same type of search in the next time period.…”

Section: Extensive and Intensive Searchmentioning

confidence: 99%

An Evolutionary Perspective on Diversification and Corporate Restructuring: Entry, Exit, and Economic Performance During 1981-89

1996

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Section: Extensive and Intensive Searchmentioning

confidence: 99%

An Evolutionary Perspective on Diversification and Corporate Restructuring: Entry, Exit, and Economic Performance During 1981-89

1996

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“…Since strategy determines the goals and objectives and the breadth of actions available to a firm, it influences learning by providing a boundaryto decisionmaking and a context for the perception and interpretationof the environment [Daft and Weick 1984]. In addition, as Miller and Friesen [1980] show, a firm's strategic direction creates a momentum for organizational learning, a momentum that is pervasive and highly resistant to small adjustments.…”

Section: Strategicdirectionsmentioning

confidence: 99%

Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances

1991

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Abstract. Organizational theorists have correctly argued that the emergence and maintenance of robust cooperation between global strategic alliance partners is related to the diversity in the partners' characteristics. Yet previous research has failed to systematically delineate the important dimensions of interfirm diversity and integrate the dimensions into a unified framework of analysis. This paper develops a multilevel typology of interfirm diversity and focuses on organizational learning and adaptation as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness. This example illustratesan importantparadoxin international business today. On one hand,global strategicalliances (GSAs) arebeing used with increasing frequencyin orderto, interalia, keep abreastof rapidlychangingtechnologies, gain access to specific foreign marketsand distributionchannels, create new products,and ease problemsof worldwideexcess productivecapacity.Indeed, GSAs are becoming an essential featureof companies' overall organizational structure, and competitive advantage increasingly depends not only on a company's internal capabilities, but also on the types of its alliances and *ArvindParkhe(Ph.D.,TempleUniversity) is anAssistant Professorof International Businessin theDepartment of Management, GraduateSchoolof Business,Indiana University(Bloomington). Followingan undergraduate degreein chemicalengineering,he heldcorporate management positionswitha Germancompanyin theUnited StatesandGermany. His researchfocuseson the formation, structuring, andmanagementof interfirmcooperative arrangements, andthe impactof national security exportcontrol regimeson the globalcompetitivenessof high-technologyfirms.

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“…Inertia typically precedes decline for many businesses, especially incumbent businesses facing the entry of new players in their markets, unless attempts are made to overcome their rigidity (Christensen & Rosenbloom, 1995;Tushman & Anderson, 1986). Such businesses demonstrate an apathy and reluctance towards change, preferring to stick with their established approaches (Miller & Friesen, 1980;Tushman & Romanelli, 1985) and…”

Section: Uncertainty Organizational Change and Violations Of The Lawmentioning

confidence: 99%

Insights from quantum cognitive models for organizational decision making.

White¹,

Pothos²,

Busemeyer³

2015

Journal of Applied Research in Memory and Cognition

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Please cite this article as: White, L. C., Pothos, E. M., and Busemeyer, J. R.,Insights from quantum cognitive models for organizational decision making, Journal of Applied Research in Memory and Cognition (2014), http://dx. AbstractOrganizational decision making is often explored with theories from the heuristics and biases research program, which have demonstrated great value as descriptions of how people in organizations make decisions. Nevertheless, rational analysis and classical probability theory are still seen by many as the best accounts of how decisions should be made and classical probability theory is the preferred framework for cognitive modelling for many researchers. The focus of this work is quantum probability theory, an alternative probabilistic framework. Results in decision making, which appear paradoxical from a perspective of classical probability theory, may make perfect sense if one adopts quantum probability theory. We review some cognitive models of decision making based on quantum probability theory. Each of these models is based on a challenge to prescription from classical probability theory. The transition from labeling a particular behavior as irrational, by classical probability standards, to (potentially) rational (or, at any rate, not fallacious), raises interesting possibilities, including that of characterizing certain heuristics in formal, probabilistic terms.

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Momentum and Revolution in Organizational Adaptation.

Cited by 713 publications

References 0 publications

An Evolutionary Perspective on Diversification and Corporate Restructuring: Entry, Exit, and Economic Performance During 1981-89

An Evolutionary Perspective on Diversification and Corporate Restructuring: Entry, Exit, and Economic Performance During 1981-89

Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances

Insights from quantum cognitive models for organizational decision making.

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