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1.  对March和 Simon的组织影响力的实证评估：一部杰作已实现的贡献和未实现的承诺

AnEmpirical Assessment of the Influence of March and Simon’s Organizations: TheRealized Contribution and Unfulfilled Promise of a Masterpiece

作者：Marc H. Anderson  Russell K.Lemken

March和Simon的组织是管理研究的开创性工作。我们通过引用来自顶级管理期刊的1,400篇文章的引用背景分析，评估组织对管理研究的贡献。通过对后续工作中引用的组织内容进行分类，我们发现自1990年以来，与认知极限，例行程序或程序相关的两个相关类别占所有引文上下文的一半（50.5％）。我们还调查了对组织的引文是外围引用还是外围引用对于被引用的作者的主张至关重要，被引用的内容如何随着时间的变化而变化，以及被引用的著作在多大程度上为检验March和Simon的主张提供了实证证据，或者对他们的主张持批评态度。我们的调查揭示了很少有经验地尝试验证组织中的断言的尝试。总体而言，我们对后来的奖学金如何达到目标并做出诺言表示了批判性的思考。

March andSimon’s Organizations is a seminal work in management studies. We assess thecontribution Organizations has made to management studies through a citationcontext analysis of 1,400 articles from top management journals. Bycategorizing the content from Organizations cited in subsequent works, we findthat two related categories associated with cognitive limits and routines orprograms account for half (50.5%) of all citation contexts since 1990. We alsoinvestigate whether citations to Organizations have been peripheral orsubstantial to the citing authors’ claims, how cited content has changed overtime, and the extent to which citing works have provided empirical evidence totest March and Simon’s propositions or have been critical of their assertions.Our investigation reveals disturbingly few attempts to empirically validate theassertions made in Organizations. Overall, we provide a critical reflection onhow well subsequent scholarship fulfils the aims and promise heralded by thismasterpiece.

2.  March和Simon的组织60年：对其对随后研究的影响的实证研究

60 Years of March and Simon’s Organizations: AnEmpirical Examination of its Impact and Influence on Subsequent Research

作者：Ralf Wilden  JanHohberger  Timothy M. Devinney  Fabrice Lumineau

我们对March和Simon的组织对管理研究的影响进行了分析和系统的审查，并讨论了该书对当前研究的价值，并提出了该书的未来应用。基于文献计量和文本挖掘的方法，我们的实证分析表明，尽管组织在上下文上基于1950年代的工业环境，但其概念已在学者中不断产生共鸣。此外，我们发现这种共鸣很大程度上是由不同“思想流派”中的学者从三月和西蒙的广义理论结构中找到有用的见解的能力所驱动的。但是，我们还观察到，在过去60年中，学者们在选择本书时使用了一些思想。根据我们的分析，我们提出了一组特定的未来研究领域，包括对新的组织形式的关注以及将March和Simon的思想扩展到多层次研究，这可以从更全面地借鉴组织并结合其原始思想来解决当前问题中受益。

We providean analytic and systematic review of the impact of March and Simon’s seminal Organizations onmanagement research and discuss the book’s value for current research and propose future applications of it.Building on bibliometric and text‐mining approaches, our empirical analysis reveals that althoughOrganizations was contextually based in the industrial milieu of the 1950s, itsconcepts have found ongoing resonance with scholars. Further, we find that muchof this resonance appears to be driven by the ability of scholars in different‘schools of thought’ to find useful insights from March and Simon’s generalizedtheoretical structure. However, we also observe that scholars have beenselective in their usage of ideas from the book over the last 60 years. Basedour analysis, we propose a particular set of future research areas, including afocus on new organizational forms and extending March and Simon’s ideas to multi‐level research, which can benefitfrom more holistically drawing on Organizations and connect its original ideasto address current management problems.

3.  成就差异和新的地理市场准入：纵向薪酬差距和横向薪酬差距的调节作用

Attainment Discrepancy and New Geographic MarketEntry: The Moderating Roles of Vertical Pay Disparity and Horizontal PayDispersion

作者：Elizabeth Lim

行为策略文献的研究检查了成就差异对新的地理市场进入的影响，但结果尚无定论。 通过考虑集中管理人员薪酬差距对纵向薪酬差异和横向薪酬分散的调节作用，我们阐明了成就差异与新的地理市场进入之间的关系。该框架还通过识别特定类型的薪酬差距符合或违反理论预测的绩效背景，有助于我们对比赛理论和社会比较理论的理解。根据1996年至2006年标准普尔（S＆P）500强企业的面板数据进行的经验分析表明，我们的假设得到了广泛支持。

Studies inthe behavioural strategy literature have examined the influence of attainmentdiscrepancy on new geographic market entry with inconclusive results. Weclarified the relationship between attainment discrepancy and new geographicmarket entry by considering the moderating effects of managerial pay gaps withconcentration on vertical pay disparity and horizontal pay dispersion. Theframework also contributes to our understanding of tournament theory and socialcomparison theory by identifying specified performance contexts under whichtypes of pay gaps conform to or violate theoretical predictions. Empiricalanalyses based on a panel data of Standard and Poor’s (S&P) 500 firms from1996 to 2006 showed that our hypotheses are largely supported.

4.  因果关系规则：关于层次相关目标和资本投资可变性的绩效反馈

Causality Rules: Performance Feedback onHierarchically Related Goals and Capital Investment Variability

作者：Ambra Mazzelli  Robert S.Nason  Alfredo De Massis  Josip Kotlar

我们通过区分两种分配注意力的规则（优先顺序与因果关系）来扩展March和Simon（1958）对战略决策的分析。我们发展了与因果关系规则有关的理论，而这些因果关系规则在先前的文献中已被忽略。具体来说，我们研究了对中间生产率目标和更高阶利润目标的绩效反馈如何独立地共同影响公司资本投资的可变性。对2,477家西班牙制造公司的面板分析显示，这些目标通过优先和因果关系关注规则共同影响资本投资的可变性。我们的研究为企业如何处理多个目标，解构绩效反馈并应对有限理性的注意约束提供了新见解。

We extendMarch and Simon’s (1958) analysis of strategic decisions by distinguishingbetween two rules for allocating attention – priority versus causality. Wedevelop theory concerning causality rules which have been largely overlooked inprior literature. Specifically, we examine how performance feedback on theintermediate productivity goal and the higher‐order profitability goal independently and jointly influence thevariability of firm capital investments. Panel analysis of 2,477 Spanishmanufacturing firms reveals that these goals jointly affect the variability ofcapital investments through both priority and causality attention rules. Ourstudy provides new insights on how firms handle multiple goals, deconstructperformance feedback, and cope with the attentional constraints of boundedrationality.

5.  经理的记事本：工作记忆，探索和绩效

TheManager’s Notepad: Working Memory, Exploration, and Performance

作者：Daniella Laureiro‐Martinez  Stefano Brusoni  Amulya Tata Maurizio Zollo

这项研究基于March和Simon的主张，即在解释决策绩效时必须考虑个人水平的差异。我们扩大了他们对决策者注意在解释同一不确定环境中的异构勘探和开发模式的重要性方面的讨论。我们建立了不确定性下的决策模型，其中“工作记忆”（即牢记多个要素以主动处理这些要素的能力）解释了勘探开发选择模式中异质性的出现。我们在实验室研究中验证了该模型，并进行了两次复制，涉及171个人。我们的发现表明，工作记忆的差异使我们能够识别出更可能适当选择探索而不是剥削的人，从而获得更高的绩效。我们讨论了管理理论的含义，并重新提出了March和Simon的工作作为统一框架，该框架仍可用于生成和检验与管理相关的假设。

This studybuilds upon March and Simon’s proposition that individual‐level differences must be considered when explaining decision‐making performance. We extend theirdiscussion on the importance of decision‐makers’ attention toexplain heterogeneous patterns of exploration and exploitation within the sameuncertain environment. We develop a model of decision‐making under uncertainty in which ‘working memory’ – i.e., the ability to hold multiple elements in mind to actively processthem – explains theemergence of heterogeneity in exploration‐exploitation choice patterns. We validated the model in a laboratorystudy and two replications involving 171 individuals. Our findings show thatdifferences in working memory allow us to identify individuals who are morelikely to choose exploration over exploitation appropriately, and thus achievehigher performance. We discuss the implications for management theories, and re‐propose the work of March and Simonas a unifying framework that still can be used to generate and testmanagerially relevant hypotheses.

6.  嵌入式规则的动态：规则网络如何影响医疗保健中规则的知识吸收？

TheDynamics of Embedded Rules: How Do Rule Networks Affect Knowledge Uptake ofRules in Healthcare?

作者：Kejia Zhu  Martin Schulz

组织和其他地方的规则通常与与类似或相关行为有关的其他规则相关联，并且通常形成构成整个组织和辖区的规则网络。尽管规则网络是一种常见现象，但是到目前为止，它们对规则更改的影响鲜为人知。规则嵌入规则网络后如何更改？我们以绩效计划，组织学习和组织知识的先前概念为基础，探索规则网络特征如何影响规则的不同类型的知识吸收修订。我们的分析是定量的和纵向的，并利用加拿大区域医疗机构中临床实践指南的档案数据。我们的发现表明，入站指南网络会极大地影响其修订。我们的研究表明，规则网络决定着规则对知识的吸收的速度和方向。规则是动态的，其详细说明取决于路径和网络。

Rules – inorganizations and elsewhere – often become connected to other rules pertinentto similar or related action, and often they form rule networks that structureentire organizations and jurisdictions. Although rule networks are a commonphenomenon, their effects on rule change have found little attention so far.How do rules change when they become embedded in rule networks? We build onprior conceptions of performance programs, organizational learning, andorganizational knowledge to explore how rule network characteristics affectdifferent types of knowledge uptake revisions of rules. Our analysis isquantitative and longitudinal and draws on archival data of clinical practiceguidelines in a Canadian regional healthcare organization. Our findingsindicate that the inbound networks of guidelines significantly affect theirrevisions. Our study suggests that rule networks shape the speed and directionof knowledge uptake of rules. Rules are dynamic, and their elaboration is pathdependent and network dependent.

7.  分层侵蚀效应：感知差异和业务绩效的新视角

TheHierarchical Erosion Effect: A New Perspective on Perceptual Differences andBusiness Performance

作者：Cristina B. Gibson  JulianBirkinshaw  Dana McDaniel Sumpter  Tina Ambos

组织是具有不同兴趣和认识的个人的联盟（March和Simon，1958/1993）。我们研究了异质性的重要来源，即个体在不同层次上持有的不同看法。我们引入了等级侵蚀效应的概念，在这种效应中，对于特定实践的个人看法在等级体系中越低越不利。使用来自38个业务部门中四个级别的4,243名员工的数据，我们提供了这种影响存在的证据，并控制了其他因素，包括八种实践中业务部门文化的总体有利性。我们展示了这种分层侵蚀效应的大小如何随所评估的组织实践的性质以及高管广泛共享战略信息的程度而变化，并且还表明了较低的分层侵蚀效应与较高的业务部门增长相关。通过这样做，我们加深了对March和Simon工作的两个方面的理解，即他们对组织内部异质性的看法以及对等级性质的独特看法。

Organizationsare coalitions of individuals with heterogeneous interests and perceptions(March and Simon, 1958/1993). We examine an important source of heterogeneity,namely the different perceptions individuals hold across hierarchical levels.We introduce the notion of a hierarchical erosion effect whereby individualperceptions about specific practices become less favourable the lower one goesin the hierarchy. Using data from 4,243 employees across four levels in 38business units, we provide evidence that this effect exists, controlling forother factors, including the overall favourability of the business unit cultureacross eight practices. We show how the size of this hierarchical erosioneffect varies depending on the nature of the organizational practice beingevaluated and the extent to which executives share strategic informationwidely, and we also show that a lower hierarchical erosion effect is correlatedwith higher business unit growth. In doing so, we enrich understanding of twoaspects of March and Simon's work, their notion of intra‐organizational heterogeneity andtheir distinctive view of the nature of hierarchy.