The neural firm: Burns and Stalker in extenso |
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| Institution: | 1. College of Urban and Environmental Sciences, Central China Normal University, Wuhan 430079, China;2. Key Laboratory for Geographical Process Analysis & Simulation, Hubei Province 430079, China;1. OJT System Ltda, Av. Bulnes 79 Of.75, Santiago, Chile;2. Universidad Pedro de Valdivia, Alameda 2222, Santiago, Chile;3. Universidad de Valparaiso, Mollendo 738, Belloto, Quilpue, Chile;1. The Netherlands Cancer Institute, Amsterdam, The Netherlands;2. Department of Radiation Oncology, University of Wuerzburg, Germany;3. Department of Radiation Oncology, University Hospital Zurich, Switzerland;4. University of Toronto and Princess Margaret Cancer Center, Canada;5. Beaumont Hospital, Royal Oak, USA;1. KMH Solutions, E18 2FL London, UK;2. Bleking Institute of Technology, SE-371 79 Karlskrona, Sweden |
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| Abstract: | We theorize that organizing learning activities in high-technology firms differs from those in conventional manufacturing. Using controls, we found empirical support for our hypotheses, which are due to market turbulence. High-technology-driven firms had to face a rapidly changing, highly volatile environment with disruptive and destructive changes. Inspired by our findings, we suggest an extension to the Burns and Stalker's idea of the “organic” firm—a neural firm paradigm in interpreting people–technology interactions. For high-technology firms having to cope with market turbulence, we argue for “plasticity” in organizing. |
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