11. Organizational Design: Balancing Search and Stability in Strategic Decision Making1
1 We are grateful to the Mack Center for Technological Innovation and the Division of Research and Faculty Development of Harvard Business School for generous funding. Please note that this chapter is a modified version of “Organizing to Strategize in the Face of Interactions: Preventing Premature Lock-in,” a paper that appeared in Long Range Planning 39, 2006, pp. 591-614. The reprint of common parts occurs with permission from Elsevier.
Abstract
Managers often must make decisions that depend on decisions in other parts of the organization. These interactions create a network of interdependent choices and make strategizing ...
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