The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
Strategy as Vector and the Inertia of Coevolutionary Lock-in
Abstract
To examine the consequences of a period of extraordinary success for the long-term adaptive capability of a firm's strategy-making process, this comparative longitudinal study of Andy Grove's tenure as Intel Corporation's chief executive officer (CEO) documents how he moved Intel's strategy-making process from an internal-ecology model to the classical rational-actor model during 1987-1998. His creation of a highly successful strategy vector pursued through an extremely focused induced-strategy process led to coevolutionary lock-in with the personal computer market segment, in which Intel's strategy making became increasingly tied to its existing product market. Intracompany analysis of four new business development cases highlights the inertial consequences of coevolutionary lock-in. The paper examines implications of coevolutionary lock-in in terms of its effect on balancing induced and autonomous strategy processes and exploitation and exploration in organizational learning.
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Citations
Cites
The Discovery of Grounded Theory: Strategies for Qualitative Research
Glaser, B. G., & Strauss, A. L. (2017) · Aldine (Routledge reprint) · doi:10.4324/9780203793206 · Cited by 25,789
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
Aging, Obsolescence, and Organizational Innovation
Sørensen, J. B., & Stuart, T. E. (2000) · Administrative Science Quarterly · doi:10.2307/2666980 · Cited by 1,862
Leonard-Barton, D. (1990) · Organization Science · doi:10.1287/orsc.1.3.248 · Cited by 1,360
Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments
Burgelman, R. A. (1994) · Administrative Science Quarterly · doi:10.2307/2393493 · Cited by 1,018
Self-citation
Cited by
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
He, Z.-L., & Wong, P.-K. (2004) · Organization Science · doi:10.1287/orsc.1040.0078 · Cited by 3,737
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
Schreyögg, G., & Kliesch‐Eberl, M. (2007) · Strategic Management Journal · doi:10.1002/smj.613 · Cited by 1,036
Optimal structure, market dynamism, and the strategy of simple rules
Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2009) · Administrative Science Quarterly · doi:10.2189/asqu.2009.54.3.413 · Cited by 804
“Research has defi ned the edge of chaos as a phase transition between order and disorder (Kauffman, 1993), and it is often described more colorfully with phrases like “snooze, you lose” and “only the paranoid survive” (Brown and Eisenhardt, 1998; Burgelman, 2002).”
BackgroundEggers, J. P., & Kaplan, S. (2009) · Organization Science · doi:10.1287/orsc.1080.0401 · Cited by 774
Metadata
- Authors
- Burgelman, R. A.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 2002-06
- Volume
- 47
- Issue
- 2
- Pages
- 325-357
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2156076652
- Cited by
- 768
- References
- 5
- FWCI
- 32.50
- Type
- journal article
- Language
- en
- Open access
- closed
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