Mendel in the C-Suite: Design and the Evolution of Strategies

Daniel A. Levinthal ()
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Daniel A. Levinthal: Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104

Strategy Science, 2017, vol. 2, issue 4, 282-287

Abstract: A “Mendelian” executive is proposed as an image of strategy making that lies intermediate between the godlike powers of intentional design of rational choice approaches and a Darwinian process of random variation and market-based differential selection. The Mendelian executive is capable of intentional design efforts in order to explore possible adjacent strategic spaces. Furthermore, the argument developed here highlights the role of intentionality with respect to the selection and culling of strategic initiatives. The firm is viewed as operating an “artificial selection” environment in contrast to selection as the direct consequence of the outcome of competitive processes. Examining the nature of the processes generating these experimental variants and the bases of internal selection, and how these selection criteria may themselves change, is argued to be central to the formation of strategy in dynamic competitive environments.

Keywords: organizational evolution; organizational learning; strategy formulation (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (7)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:orstsc:v:2:y:2017:i:4:p:282-287

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