计量经济分析 = Econometric analysis

We examine how firms search, or solve problems, to create new products. According to organizational learning research, firms position themselves in a unidimensional search space that spans a spectrum from local to distant search. Our findings in the global robotics industry suggest that firms' search efforts actually vary across two distinct dimensions: search depth, or how frequently the firm reuses its existing knowledge, and search scope, or how widely the firm explores new knowledge.

http://web.stanford.edu/~rkatila/new/pdf/KatilaSomethingold.pdf

Something Old, Something New: A Longitudinal Study of Search Behavior and New Product Introduction

/pdf/the-theory-of-industrial-organization-19bejph0ej.pdf

The Theory of Industrial Organization

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Work group diversity, the degree to which there are differences between group members, may affect group process and performance positively as well as negatively. Much is still unclear about the effects of diversity, however. We review the 1997–2005 literature on work group diversity to assess the state of the art and to identify key issues for future research. This review points to the need for more complex conceptualizations of diversity, as well as to the need for more empirical attention to the processes that are assumed to underlie the effects of diversity on group process and performance and to the contingency factors of these processes.

Work Group Diversity

Educational and national diversity are proposed to influence work teams' information use differently, with educational diversity mainly enhancing information use and national diversity invoking social categorization, thus hindering information use. As expected, increasing educational diversity positively influenced the range and depth of information use for all except the most diverse teams we studied, but negatively influenced information integration. In contrast to our expectations, national diversity had curvilinear relationships with the range, depth, and integration of information use. Both types of diversity provided information-processing benefits that outweighed the limitations associated with social categorization processes.

Team diversity and information use

Team Diversity and Information Use

We develop a valid definition of technological radicalness which states that a successful radical invention is: (1) novel, (2) unique, and (3) has an impact on future technology. The first two criteria allow us to identify potentially radical inventions ex ante market introduction; adding the third condition, we can ex post determine if an invention served as an important change agent. Empirically testable condition selected 6 of 581 tennis racket patents granted between 1971 and 2001. Two of the identified patents - the oversized and the wide-body rackets - are considered radical inventions by industry experts. Applying our definition and operationalization would allow researchers to achieve greater generalizability across studies, avoid endogenous definitions of radicalness, and study predictors of market success for radical inventions.

When is an Invention Really Radical? Defining and Measuring Technological Radicalness

When is an invention really radical?: Defining and measuring technological radicalness

We link two influential organizational learning models—performance feedback and experiential learning—to advance hypotheses that help explain how organizations' learning from their own and others' experience is conditioned by their aspiration-performance feedback. Our focus is on learning from failure; this kind of learning is essential to organizational learning and adaptation, and a necessary complement to studies of learning from success. Our analysis of U.S. Class 1 freight railroads' accident costs from 1975 to 2001 shows that when a railroad's accident rate deviates from aspiration levels, the railroad benefits less from its own operating and accident experience and more from other railroads' operating and accident experiences. These findings support the idea that performance near aspirations fosters local search and exploitive learning, while performance away from aspirations stimulates nonlocal search and exploration, providing a foundation for constructing more-integrated models of organizational learning and change.

Kristina Dahlin

Papers

Team diversity and information use

Team Diversity and Information Use

When is an Invention Really Radical? Defining and Measuring Technological Radicalness

When is an invention really radical?: Defining and measuring technological radicalness

Aspiration performance and railroads' patterns of learning from train wrecks and crashes