Organization Design, Organizational Learning, and the Market Value of the Firm
Contribution to Book
Organization Design: The Dynamics of Adaptation and Change
R.M. Burton, B. Eriksen, D.D. Håkonsson & C.C. Snow
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.
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organization design, organizational learning, exploration, exploitation, variance
Carroll, T. N.,
Hunter, S. D.
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