ABSTRACT

In an organizational setting, a strategy consists of a choice of what activities the organization will perform, and choices as to how these activities will be performed [1]. These choices define the strategic configuration of the organization. Recent work by Levinthal [2] and Rivkin [3] has recognized that strategic configurations consist of interlinked individual elements (decisions), and have applied general models of interconnected systems such as Kauffman’s NK model to examine the implications of this for processes of organizational adaptation.