Photo of Daniel A Levinthal

Daniel A Levinthal

Reginald H. Jones Professor of Corporate Management

Chair, Management Department

Research Interests: industry evolution, organizational learning, technological competition

Links: CV


  • G. Gavetti, H. Greve, Daniel A Levinthal, W. Occasio (Forthcoming), Behavioral Theory of the Firm: Assessment and Prospects, The Academy of Management Annals  Abstract
  • Daniel A Levinthal, B. Wu (Forthcoming), Opportunity Costs and Non-Scale Free Capabilities: Profit Maximization, Corporate Scope, and Profit Margins, Strategic Management Journal  Abstract
  • H. Posen, Daniel A Levinthal (2012), Chasing a Moving Target: Exploration and Exploitation in a Dynamic Environment, Management Science, 58, 587 - 601.
  • Daniel A Levinthal (2011), A Behavioral View of Strategy --- What’s the Alternative? , Strategic Management Journal, 32, 1517 - 1524.  Abstract
  • Daniel A Levinthal, Brian Wu (2010), The Rational Tradeoff between Corporate Scope and Profit Margins: The Role of Capacity-Constrained Capabilities and Market Maturity, Strategic Management Journal, 31, 780 - 801.
  • C. Fang, Daniel A Levinthal (2009), The Near-Term Liability of Exploitation: Exploration and Exploitation in Multi-Stage Problems, Organization Science, 20(3): 538-551.    Abstract
  • S. Ethiraj, Daniel A Levinthal (2009), Hoping for A to Z while Rewarding only A: Complex Organizations and Multiple Goals, Organization Science, 20: 4-24.    Abstract
  • P. Ghemawat, Daniel A Levinthal (2008), Choice Structures and Business Strategy, Management Science, 54: 1638-1651.    Abstract
  • Ron Adner, Daniel A Levinthal (2008), Doing versus Seeing: Acts of Exploitation and Perceptions of Exploration, Strategic Entrepreneurship Journal, 2: 43-52.    Abstract
  • S. Ethiraj, Daniel A Levinthal, R. Roy (2008), The Dual Role of Modularity: Innovation and Imitation, Management Science, 54: 939-955.    Abstract
  • Daniel A Levinthal, H. Posen (2007), Myopia of Selection: Does Organizational Adaptation Limit the Efficiency of Population Selection?, Administrative Science Quarterly, 52: 586-620.    Abstract
  • Daniel A Levinthal (2007), Technology: The role of network structures, Strategic Entrepreneurship Journal, 1: 189-190.  
  • G. Gavetti, Daniel A Levinthal, W. Ocasio (2007), Neo-Carnegie: The Carnegie School’s Past, Present, and Reconstructing for the Future, Organization Science, 18: 523-536.    Abstract
  • T. Knudsen, Daniel A Levinthal (2007), Two faces of search: Alternative generation and alternative evaluation, Organization Science, 18: 39-54.    Abstract
  • Daniel A Levinthal, C. Rerup (2006), Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning, Organization Science, 17: 502-513.    Abstract
  • Daniel A Levinthal (2006), The Neo-Schumpeterian Theory of the Firm and the Strategy Field, Industrial and Corporate Change, 15(2): 391-394.  
  • Daniel A Levinthal (2006), Comments on the Resource Allocation Process, From Resource Allocation to Strategy, In J. Bower and C. Gilbert (eds.).  
  • Nicolaj Siggelkow, Daniel A Levinthal (2005), Escaping Real (Non-Benign) Competency Traps: Linking the Dynamics of Organizational Structure to the Dynamics of Search, Strategic Organization, 3: 85-115.    Abstract
  • G. Gavetti, Daniel A Levinthal, J. Rivkin (2005), Strategy-Making in Novel and Complex Worlds: The Power of Analogy, Strategic Management Journal, 26: 691-712.    Abstract
  • S. Ethiraj, Daniel A Levinthal (2004), Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and their Evolvability, Administrative Science Quarterly, 49: 404-437.    Abstract
  • G. Gavetti, Daniel A Levinthal (2004), Strategy Field from the Perspective of Management Science, Management Science, 50: 1309-1318.    Abstract
  • J. Denrell, C. Fang, Daniel A Levinthal (2004), From T-Mazes to Labyrinths: Learning from Model-Based Feedback, Management Science, 50: 1366-1378.    Abstract
  • S. Ethiraj, Daniel A Levinthal, R. Roy (2004), Modularity and Innovation in Complex Systems, Management Science, 50: 159-174.    Abstract
  • Ron Adner, Daniel A Levinthal (2004), Real Options and Real Tradeoffs, Academy of Management Review, 29: 120-125.    Abstract
  • Ron Adner, Daniel A Levinthal (2004), What is not a Real Option: Considering Boundaries for the Application of Real Options to Business Strategy, Academy of Management Review, 29: 74-85.    Abstract
  • Nicolaj Siggelkow, Daniel A Levinthal (2003), Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation, Organization Science, 14: 650-669.    Abstract
  • G. Dosi, Daniel A Levinthal, L. Marengo (2003), Bridging Contested Terrain: Linking Incentive-Based and Learning Perspectives on Organizational Evolution, Industrial and Corporate Change, 12, 413 - 436.  Abstract
  • Ron Adner, Daniel A Levinthal (2002), The Emergence of Emerging Technologies, California Management Review, 45, 50 - 66.
  • Ron Adner, Daniel A Levinthal (2001), Technology Evolution and Demand Heterogeneity: Implications for Product and Process Innovation, Management Science, 47, 611 - 628.    Abstract
  • G. Gavetti, Daniel A Levinthal (2000), Looking Forward and Looking Backward: Cognitive and Experiential Search, Administrative Science Quarterly, 45, 113 - 137.    Abstract
  • Daniel A Levinthal, M. Walglien (1999), Landscape Design: Designing for Local Action in Complex Worlds, Organizational Science, 10, 342 - 357.  Abstract
  • Daniel A Levinthal (1998), The Slow Pace of Rapid Technological Change: Gradualism and Punctuation in Technological Change, Industrial and Corporate Change, 7, 217 - 247.  Abstract
  • Daniel A Levinthal (1997), Adaptation on Rugged Landscapes, Management Science, 43, 934 - 950.  Abstract
  • Daniel A Levinthal, J. Myatt (1994), Co-Evolution of Capabilities and Industry: A Study of Mutual Fund Processing, Strategic Management Journal, 15, 45 - 62.  Abstract
  • Wesley Cohen, Daniel A Levinthal (1994), Fortune Favors the Prepared Firm, Management Science, 40, 227 - 251.  Abstract
  • Daniel A Levinthal, James March (1993), The Myopia of Learning, Strategic Management Journal, 14, 95 - 112.  Abstract
  • Daniel A Levinthal (1992), Surviving Schumpeterian Environments: An Evolutionary Perspective, Industrial and Corporate Change, 1, 427 - 443.  Abstract
  • Mark Seabright, Daniel A Levinthal, Mark Fichman (1992), The Role of Individual Attachments in Interorganizational Relationships, Academy of Management Journal, 35, 122 - 160.  Abstract
  • Mark Fichman, Daniel A Levinthal (1991), Honeymoons and the Liability of Adolescence: A New Perspective on Duration Dependence in Social and Organizational Relationships, Academy of Management Review, 16, 442 - 468.  Abstract
  • Daniel A Levinthal (1991), Random Walks and Organizational Mortality, Administrative Science Quarterly, 36, 397 - 420.  Abstract
  • Daniel A Levinthal (1991), Organizational Adaptation and Environmental Selection - Interrelated Processes of Change, Organizational Science, 2, 140 - 145.
  • Wesley Cohen, Daniel A Levinthal (1990), Absorptive Capacity: A New Perspective on Learning and Innovation, Administrative Science Quarterly, 35, 128 - 152.  Abstract