Daniel A. Levinthal

Learn More
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/about/terms.html. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in(More)
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you(More)
The problem of designing, coordinating, and managing complex systems has been central to the management and organizations literature. Recent writings have tended to offer modularity as, at least, a partial solution to this design problem. However, little attention has been paid to the problem of identifying what constitutes an appropriate modularization of(More)
Discussions of technological change have offered sharply contrasting perspectives of technological change as gradual or incremental and the image of technological change as being rapid, even discontinuous. These alternative perspectives are bridged using the punctuated equilibrium framework of evolutionary biology. Using this framework, it is argued that(More)
We examine how firms discover effective competitive positions in worlds that are both novel and complex. In such settings, neither rational deduction nor local search is likely to lead a firm to a successful array of choices. Analogical reasoning, however, may be helpful, allowing managers to transfer useful wisdom from similar settings they have(More)
Research support from the Sol Snider Center for Entrepreneurship at the Wharton School, University of Pennsylvania and the Division of Research, Harvard Business School is gratefully acknowledged. We have benefited from the comments of seminar participants at the Dallas ORSA/TIMS Meeting; Graduate School of Business, University of Chicago; Sloan School of(More)