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Organizational Module Design and Architectural Inertia: Evidence from Structural Recombination of Business Divisions
16 references·7 citing·32 second hop
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References

  • 1976Markets and Hierarchies: Analysis and Antitrust Implications.13,381 cited
  • 1969The social psychology of organizing10,732 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1990Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms8,369 cited
  • 1993The myopia of learning7,467 cited
  • 1976Educational Organizations as Loosely Coupled Systems7,396 cited
  • 1973Designing Complex Organizations5,427 cited
  • 1967Differentiation and Integration in Complex Organizations3,935 cited
  • 2000Design Rules3,501 cited
  • 1964A Behavioral Theory of the Firm3,009 cited
  • 1995Complementarities and fit strategy, structure, and organizational change in manufacturing2,568 cited
  • 1996Modularity, flexibility, and knowledge management in product and organization design2,494 cited
  • 1974Organization Design: An Information Processing View2,447 cited
  • 1992POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.2,389 cited
  • 1983A Process Model of Internal Corporate Venturing in the Diversified Major Firm2,217 cited

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  • 1997Strategy and Structure1,793 cited
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    • 2025Digital transformation and organizational resilience: Unveiling the path to sustainable performance in adversity and crisis24 cited
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