The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
The Architecture of Simplicity
Abstract
This article argues that over time the world views, goals, strategies, cultures, and processes of successful organizations will become more pure or “simple”: They will come to focus more narrowly on a single theme, activity, or issue at the expense of all others. This is explained by managerial, cultural, structural, and process factors within the organization. It is also attributed to both the complementary way in which these factors configure and the paradox that although simplicity may trigger ultimate failure, it can bring about Initial success. The article offers some illustrative propositions concerning the nature, causes, moderating factors, and consequences of simplicity, and it makes suggestions for conducting further research.
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Citations
Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113
Organizational learning: The contributing processes and the literatures
Huber, G. P. (1991) · Organization Science · doi:10.1287/orsc.2.1.88 · Cited by 8,072
An introduction to cybernetics
Ashby, W. R. (1956) · doi:10.5962/bhl.title.5851 · Cited by 7,578
Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action
Staw, B. M. (1976) · Organizational Behavior and Human Performance · doi:10.1016/0030-5073(76)90005-2 · Cited by 2,061
Cited by
Entrepreneurship and dynamic capabilities: a review, model and research agenda
Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00616.x · Cited by 3,152
“They also enable strategic renewal (Sathe, 2003; Zahra, Nielsen & Bogner, 1999), enhance the strategic variety of the firm’s decision-making process (Bur-gelman, 1991; Miller, 1993), and keep competition off-balance by leaving open many alternative paths.”
BackgroundInfluentialORGANIZATIONAL CHANGE AND DEVELOPMENT
Weick, K. E., & Quinn, R. E. (1999) · Annual Review of Psychology · doi:10.1146/annurev.psych.50.1.361 · Cited by 2,829
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing
Smith, W. K., & Lewis, M. W. (2011) · Academy of Management Review · doi:10.5465/amr.2009.0223 · Cited by 1,631
INTERNATIONAL EXPANSION THROUGH START-UP OR ACQUISITION: A LEARNING PERSPECTIVE.
Barkema, H. G., & Vermeulen, F. (1998) · Academy of Management Journal · doi:10.2307/256894 · Cited by 1,579
Tallon, P. P., & Pinsonneault, A. (2011) · MIS Quarterly · doi:10.2307/23044052 · Cited by 1,187
Metadata
- Authors
- Miller, D.
- Venue
- The Academy of Management Review
- Publisher
- Academy of Management
- Published
- 1993-01
- Volume
- 18
- Issue
- 1
- Pages
- 116
- ISSN
- 0363-7425 (ISSN-L)
- OpenAlex
- W2008449287
- Cited by
- 850
- References
- 5
- FWCI
- 25.54
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
