caa a22 4500 445862777 CHVBK 20180317145448.0 cr unu---uuuuu 170323e20110801xx s 000 0 eng 10.1007/s10997-010-9129-2 doi (NATIONALLICENCE)springer-10.1007/s10997-010-9129-2 Becoming the best: by beating or ignoring the best? Toward an expanded view of the role of managerial selection in complex and turbulent environments [Elektronische Daten] [Peter Moran, Michele Simoni, Gianluca Vagnani] This paper explores how the rules that guide search affect organizational adaptation in complex and turbulent environments. Our consideration of such rules extends beyond search scope—i.e., exploitation of current technologies vs. exploration of new technologies—to include focus on competition. We consider two types of competitive focus—i.e., external, where the choice of focal technology to be improved is influenced by information about other organizations and internal, where it is not influenced by others. We refer to this expanded set of rules as managerial selection and vary it to explore how it affects organizational adaptation. Employing an agent based simulation model, built on the framework of NKC fitness landscapes, we consider multiple types of interdependencies within and between technologies and across competitors. We show that in the presence of these multiple interdependencies, the ability of organizations to adapt is conditioned as much or more by the focus of search than by its scope. In particular, we observe that in simple and stable environments, organizational adaptation is enhanced by an external focus but in complex and turbulent environments, such external focus is counterproductive. Springer Science+Business Media, LLC., 2010 Managerial selection nationallicence Market selection nationallicence Competitive focus nationallicence NKC model nationallicence Moran Peter School of Strategy and Entrepreneurship, Australian School of Business, University of New South Wales, 2052, Sydney, NSW, Australia aut Simoni Michele Department of Business Studies, Parthenope, University of Naples, 40 Medina Street, 80133, Naples, Italy aut Vagnani Gianluca Department of Management and Technologies, Sapienza, University of Rome, 9 Castro Laurenziano Street, 00161, Rome, Italy aut Journal of Management & Governance Springer US; http://www.springer-ny.com 15/3(2011-08-01), 447-481 1385-3457 15:3<447 2011 15 10997 https://doi.org/10.1007/s10997-010-9129-2 text/html Onlinezugriff via DOI 1 research-article jats NATIONALLICENCE 856 40 https://doi.org/10.1007/s10997-010-9129-2 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Moran Peter School of Strategy and Entrepreneurship, Australian School of Business, University of New South Wales, 2052, Sydney, NSW, Australia aut NATIONALLICENCE 700 1- Simoni Michele Department of Business Studies, Parthenope, University of Naples, 40 Medina Street, 80133, Naples, Italy aut NATIONALLICENCE 700 1- Vagnani Gianluca Department of Management and Technologies, Sapienza, University of Rome, 9 Castro Laurenziano Street, 00161, Rome, Italy aut NATIONALLICENCE 773 0- Journal of Management & Governance Springer US; http://www.springer-ny.com 15/3(2011-08-01), 447-481 1385-3457 15:3<447 2011 15 10997 Metadata rights reserved Springer special CC-BY-NC licence nationallicence BK010053 XK010053 XK010000 NATIONALLICENCE NATIONALLICENCE NL-springer