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Professor Daniel A. Levinthal
Reginald H. Jones Professor of Corporate Management Chairperson, Management Department
Wharton School, University of Pennsylvania
3207 Steinberg Hall-Dietrich Hall
Philadelphia, Pennsylvania 19104-6370
215.898.6826 (telephone)
215.898.0401 (fax)
dlev@wharton.upenn.edu
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Research Areas
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Industry evolution; Organizational learning; Technological competition
Recent Publications
- (with C. Fang) The Near-Term Liability of Exploitation: Exploration and Exploitation
in Multi-Stage Problems. Organization Science, 20(3): 538-551(2009).
- (with S. Ethiraj) Hoping for A to Z while Rewarding only A: Complex Organizations and Multiple Goals.
Organization Science, 20: 4-24 (2009).
- (with P. Ghemawat) Choice Structures and Business Strategy.
Management Science, 54: 1638-1651
(2008).
- Understanding the Role of Novelty in Organizational Adaptation. In J. March,
Explorations in Organizations.
Stanford University Press, Stanford, CA (2008)
- (with R. Adner) Doing versus Seeing: Acts of Exploitation and Perceptions of Exploration.
Strategic Entrepreneurship Journal, 2: 43-52 (2008).
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(with S. Ethiraj and R. Roy) The Dual Role of Modularity: Innovation and Imitation.
Management Science, 54: 939-955 (2008).
- (with H. Posen) Myopia of Selection: Does Organizational Adaptation Limit the Efficiency of Population Selection?
Administrative Science Quarterly, 52: 586-620 (2007).
- Technology: The role of network structures.
Strategic Entrepreneurship Journal, 1: 189-190 (2007).
- (with G. Gavetti and W. Ocasio) Neo-Carnegie: The Carnegie Schools Past, Present,
and Reconstructing for the Future. Organizational Science, 18: 523-536 (2007)
- Bringing selection back into our evolutionary theories of innovation. F. Malerba and S. Brusoni (eds.).
Perspectives on the Economics of Innovation. Cambridge University Press (2007).
- (with T. Knudsen) Two faces of search: Alternative generation and alternative evaluation.
Organizational Science,18: 39-54 (2007).
- (with C. Rerup) Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on
organizational learning. Organizational Science.17: 502-513 (2006).
- The Neo-Schumpeterian Theory of the Firm and the Strategy Field.
Industrial and Corporate Change, 15(2): 391-394 (2006).
- Comments on the Resource Allocation Process. In J. Bower and C. Gilbert (eds.).
From Resource Allocation to Strategy. Oxford University Press
(2006).
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(with G. Gavetti and J. Rivkin) Strategy-Making in Novel and Complex Worlds: The Power of Analogy.
Strategic Management Journal, 26: 691-712 (2005).
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(with N. Siggelkow). Escaping real (non-benign) Competency Traps: Linking the Dynamics of the Organizational
Structure to the Dynamics of Search. Strategic Organization, 3: 85-115 (2005).
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(with S. Ethiraj). Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective
on the Design of Organizations and their Evolvability. Administrative Science Quarterly, 49: 404-437 (2004).
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(with G. Gavetti). Strategy Field from the Perspective of Management Science.
Management Science, 50: 1309-1318 (2004).
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(with J. Denrell and C. Fang). From T-Mazes to Labyrinths:
Learning from Model-Based Feedback. Management Science, 50: 1366-1378 (2004).
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(with S. Ethiraj and R. Roy). Modularity and Innovation in Complex Systems. Management Science, 50: 159-174 (2004).
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(with N. Siggelkow). Temporally Divide to Conquer: Centralized, Decentralized, and Reintegrated
Organizational Adaptations to Exploration and Adaptation. Organization Science, 14: 650-669 (2004).
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(with R. Adner). Real Options and Real Tradeoffs.
Academy of Management Review, 29: 120-126 (2004)
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(with R. Adner). What is not a Real Option: Considering Boundaries for the Application of Real
Options to Business Strategy. Academy of Management Review, 29: 74-85 (2004).
Forthcoming Publications
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(with B. Wu) Opportunity Costs and Non-Scale Free Capabilities: Profit Maximization, Corporate Scope,
and Profit Margins Strategic Management Journal.
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