Organization Design, Organizational Learning, and the Market Value of the Firm

Authors

Tim N. Carroll, University of the PacificFollow
S. D. Hunter

Files

Document Type

Contribution to Book

Book Title

Organization Design: The Dynamics of Adaptation and Change

Editor(s)

R.M. Burton, B. Eriksen, D.D. Håkonsson & C.C. Snow

Description

We compare market returns associated with firms' creation of new units focused on e-business. Two aspects of organization design - governance and leadership - are considered with regard to exploitation and exploration-oriented organization learning. We find that exploitation in governance (high centralization) is associated with a lower mean and variance in returns; that exploitation in leadership (appointment of outsiders) is associated with the same mean yet higher variance; and, among units exhibiting both modes of learning, the variance of returns are not equal.

Buy Link

https://www.springer.com/us/book/9780387341729

Find in WorldCat

https://www.worldcat.org/title/organization-design-the-evolving-state-of-the-art/oclc/769051615&referer=brief_results

ISBN

978-0-387-34173-6

Publication Date

2006

Publisher

Springer

City

Boston, MA

First Page

125

Last Page

142

Keywords

organization design, organizational learning, exploration, exploitation, variance

Disciplines

Business

Recommended Citation

Carroll, T. N., & Hunter, S. D. (2006). Organization Design, Organizational Learning, and the Market Value of the Firm. In R.M. Burton, B. Eriksen, D.D. Håkonsson & C.C. Snow (Eds.), Organization Design: The Dynamics of Adaptation and Change (125–142). Boston, MA: Springer
https://scholarlycommons.pacific.edu/esob-facbooks/18