The Palgrave Encyclopedia of Strategic Management

Living Edition
| Editors: Mie Augier, David J. Teece

Local Search

Living reference work entry
DOI: https://doi.org/10.1057/978-1-349-94848-2_320-1

Abstract

The article opens with a discussion of local search as a process of problem-solving, highlighting how it tends to be adopted by firms that are experts in the current business environment, but may be resistant to change. The result of the adoption of such a strategy is that organizations will make incremental rather than revolutionary changes. Local search is seen to be a combination of a number of factors, such as environmental uncertainty and time and resource constraints. In this sense local search is seen to be more consistent with more predictable outcomes than the process of distant search. However, it does have a lower level of variance than distant search and this will have implications for an organization in times of considerable environmental change.

This is a preview of subscription content, log in to check access.

References

  1. Beckman, C.M. 2006. The influence of founding team company affiliations on firm behavior. Academy of Management Journal 49: 741–758.CrossRefGoogle Scholar
  2. Benner, M., and M. Tushman. 2002. Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly 47: 676–706.CrossRefGoogle Scholar
  3. Greve, H., and A. Taylor. 2000. Innovations as catalysts for organizational change: Shifts in organizational cognition and search. Administrative Science Quarterly 45: 54–80.CrossRefGoogle Scholar
  4. Helfat, C.E. 1994. Evolutionary trajectories in petroleum firm R&D. Management Science 40: 1720–1747.CrossRefGoogle Scholar
  5. Karim, S., and W. Mitchell. 2000. Path-dependent and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995. Strategic Management Journal 21: 1061–1081.CrossRefGoogle Scholar
  6. Katila, R. 2002. New product search over time: Past ideas in their prime? Academy of Management Journal 45: 995–1010.CrossRefGoogle Scholar
  7. Katila, R., and G. Ahuja. 2002. Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of Management Journal 45: 1183–1194.CrossRefGoogle Scholar
  8. Katila, R., and E.L. Chen. 2008. Effects of search timing on innovation: The value of not being in sync with rivals. Administrative Science Quarterly 53: 593–625.CrossRefGoogle Scholar
  9. Katila, R., E. Chen, and H. Piezunka. 2012. All the right moves: How entrepreneurial firms compete effectively. Strategic Entrepreneurship Journal 6: 116–132.CrossRefGoogle Scholar
  10. Levinthal, D. 1997. Adaptation on rugged landscapes. Management Science 43: 934–950.CrossRefGoogle Scholar
  11. Li, Q., K. Smith, P. Maggitti, P. Tesluk, and R. Katila. 2013. Top management attention to innovation: The role of search selection and intensity in new product introductions. Academy of Management Journal 56: 893–916.CrossRefGoogle Scholar
  12. Maggitti, P., K. Smith, and R. Katila. 2013. The complex search process of invention. Research Policy 42: 90–100.CrossRefGoogle Scholar
  13. March, J.G. 1991. Exploration and exploitation in organizational learning. Organization Science 2: 71–87.CrossRefGoogle Scholar
  14. Nelson, R.R., and S.G. Winter. 1982. An evolutionary theory of economic change. Boston: Harvard University Press.Google Scholar
  15. Rosenkopf, L., and P. Almeida. 2003. Overcoming local search through alliances and mobility. Management Science 49: 751–766.CrossRefGoogle Scholar
  16. Utterback, J. 1994. Mastering the dynamics of innovation. Boston: Harvard Business School Press.Google Scholar

Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Management Science and School of EngineeringStanford UniversityStanfordUSA