Daniel A. Levinthal - researchr alias

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Viewing Publication 1 - 16 from 16

2018

When Two Bosses Are Better Than One: Nearly Decomposable Systems and Organizational AdaptationDaniel A. Levinthal, Maciej Workiewicz. orgsci, 29(2):207-224, 2018. [doi]

2015

Three Facets of Organizational Adaptation: Selection, Variety, and PlasticityDaniel A. Levinthal, Alessandro Marino. orgsci, 26(3):743-755, 2015. [doi]

2012

Statement from the Editor Regarding "Status Conflict in Groups"Daniel A. Levinthal. orgsci, 23(1):298, 2012. [doi]

Chasing a Moving Target: Exploitation and Exploration in Dynamic EnvironmentsHart E. Posen, Daniel A. Levinthal. mansci, 58(3):587-601, 2012. [doi]

2010

From the EditorDaniel A. Levinthal. orgsci, 21(4):803, 2010. [doi]

2009

Hoping for A to Z While Rewarding Only A: Complex Organizations and Multiple GoalsSendil K. Ethiraj, Daniel A. Levinthal. orgsci, 20(1):4-21, 2009. [doi]

Near-Term Liability of Exploitation: Exploration and Exploitation in Multistage ProblemsChristina Fang, Daniel A. Levinthal. orgsci, 20(3):538-551, 2009. [doi]

2008

The Dual Role of Modularity: Innovation and ImitationSendil K. Ethiraj, Daniel A. Levinthal, Rishi R. Roy. mansci, 54(5):939-955, 2008. [doi]

Choice Interactions and Business StrategyPankaj Ghemawat, Daniel A. Levinthal. mansci, 54(9):1638-1651, 2008. [doi]

2007

Perspective - Neo-Carnegie: The Carnegie School's Past, Present, and Reconstructing for the FutureGiovanni Gavetti, Daniel A. Levinthal, William Ocasio. orgsci, 18(3):523-536, 2007. [doi]

Two Faces of Search: Alternative Generation and Alternative EvaluationThorbjørn Knudsen, Daniel A. Levinthal. orgsci, 18(1):39-54, 2007. [doi]

2006

Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational LearningDaniel A. Levinthal, Claus Rerup. orgsci, 17(4):502-513, 2006. [doi]

2004

From T-Mazes to Labyrinths: Learning from Model-Based FeedbackJerker Denrell, Christina Fang, Daniel A. Levinthal. mansci, 50(10):1366-1378, 2004. [doi]

50th Anniversay Article: The Strategy Field from the Perspective of Management Science: Divergent Strands and Possible IntegrationGiovanni Gavetti, Daniel A. Levinthal. mansci, 50(10):1309-1318, 2004. [doi]

2003

Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and AdaptationNicolaj Siggelkow, Daniel A. Levinthal. orgsci, 14(6):650-669, 2003. [doi]

2001

Demand Heterogeneity and Technology Evolution: Implications for Product and Process InnovationRon Adner, Daniel A. Levinthal. mansci, 47(5):611-628, 2001. [doi]

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