When Exploration Backfires: Unintended Consequences of Multilevel Organizational Search

An enduring belief is that unleashing low-level members of an organization to explore extensively will broaden the exploration conducted by the entire organization. Using an agent-based simulation model, we show that in multilevel organizations, increased exploration at lower levels can backfire, re...

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Published in:Academy of Management journal 2006-08, Vol.49 (4), p.779-795
Main Authors: Siggelkow, Nicolaj, Rivkin, Jan W.
Format: Article
Language:English
Subjects:
Business economics
Business management
Business organization
Decentralization
Human resources
Management science
Organization theory
Organizational behavior
Personnel management
Simulation
Studies
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description An enduring belief is that unleashing low-level members of an organization to explore extensively will broaden the exploration conducted by the entire organization. Using an agent-based simulation model, we show that in multilevel organizations, increased exploration at lower levels can backfire, reducing overall exploration and diminishing performance in environments that require broad search. This result arises when interdependencies cut across the domains of low-level managers. With no cross-departmental interdependencies, more extensive low-level exploration can improve firm performance. Our findings show that careful attention to informational processing in multilevel organizations can shed light on whether, and when, decentralization encourages innovation. [PUBLICATION ABSTRACT]
doi_str_mv 10.5465/AMJ.2006.22083053
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source International Bibliography of the Social Sciences (IBSS); Business Source Ultimate; Alma/SFX Local Collection
subjects Business economics
Business management
Business organization
Decentralization
Human resources
Management science
Organization theory
Organizational behavior
Personnel management
Simulation
Studies
title When Exploration Backfires: Unintended Consequences of Multilevel Organizational Search
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