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Editorial: A Model Is a Model

Author

Listed:
  • Thorbjørn Knudsen

    (Strategic Organization Design Unit, University of Southern Denmark, Odense, Denmark 5230)

  • Daniel A. Levinthal

    (The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104-6370)

  • Phanish Puranam

    (Strategy Department, INSEAD Asia Campus, Singapore 138676)

Abstract

No abstract is available for this item.

Suggested Citation

  • Thorbjørn Knudsen & Daniel A. Levinthal & Phanish Puranam, 2019. "Editorial: A Model Is a Model," Strategy Science, INFORMS, vol. 4(1), pages 1-3, March.
    • Handle: RePEc:inm:orstsc:v:4:y:2019:i:1:p:1-3
    DOI: 10.1287/stsc.2019.0077
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    References listed on IDEAS

    as
    1. James G. March, 1991. "Exploration and Exploitation in Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 71-87, February.
    2. Malerba, Franco, et al, 1999. "'History-Friendly' Models of Industry Evolution: The Computer Industry," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 8(1), pages 3-40, March.
    Full references (including those not matched with items on IDEAS)

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    Cited by:

    1. Healey, Mark P. & Bleda, Mercedes & Querbes, Adrien, 2021. "Opportunity evaluation in teams: A social cognitive model," Journal of Business Venturing, Elsevier, vol. 36(4).
    2. Douglas P. Hannah & Ron Tidhar & Kathleen M. Eisenhardt, 2021. "Analytic models in strategy, organizations, and management research: A guide for consumers," Strategic Management Journal, Wiley Blackwell, vol. 42(2), pages 329-360, February.
    3. Christoph Riedl & Tom Grad & Christopher Lettl, 2024. "Competition and Collaboration in Crowdsourcing Communities: What happens when peers evaluate each other?," Papers 2404.14141, arXiv.org.

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