利用
杠杆(统计)
托换
体验式学习
社会学
竞争优势
知识管理
隐性知识
双灵巧性
动态能力
经验知识
背景(考古学)
组织学习
管理
认识论
经济
计算机科学
人工智能
教育学
计算机安全
古生物学
土木工程
哲学
工程类
生物
作者
Nicolai J. Foss,Matthew McCaffrey,Carmen-Elena Dorobat
标识
DOI:10.1177/10564926211031290
摘要
Henry Mintzberg’s celebrated critique of the “design school” argued that strategy is best thought of as adaptive, bottom-up, and based on dispersed knowledge and learning. Yet Mintzberg’s account lacks a clear and comprehensive theoretical underpinning, especially regarding how to guide emergent strategy in dynamic environments, and leverage it to exploit value creation. We provide this foundation by showing how Mintzberg’s critique of planning and design at the level of organizational strategy is in key ways anticipated by F.A. Hayek’s critique of planning and design at the societal level. Both writers are critical of rationalist epistemology and instead stress experiential knowledge, fallibility, and unanticipated social consequences. Hayek also extends Mintzberg’s work by showing how rules in the firm capture adaptive, experiential, tacit, and dispersed knowledge in the context of dynamic environments. A framework of rules thus creates inimitable and non-substitutable resources that enable the firm to fully exploit its competitive advantage.
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