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Daniel A. Levinthal

Affiliations: 
Management University of Pennsylvania, Philadelphia, PA, United States 
Area:
Management Business Administration, Computer Science
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"Daniel Levinthal"
Bio:

PhD, 1985, Stanford U

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Parents

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James G. March grad student 1985 Stanford (SocTree)

Children

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Giovanni Gavetti grad student 2000 Penn
Sendil K. Ethiraj grad student 2002 Penn
Christina H. Fang grad student 2003 Penn
Isin Guler grad student 2003 Penn
Hart E. Posen grad student 2005 Penn
Felipe A. Csaszar grad student 2009 Penn
Alessandro Marino grad student 2013 Penn
Wendy Ham grad student 2014 Penn

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Publications

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Gioia D, March JG, Olsen JP, et al. (2020) A Special “Provocations and Provocateurs” Section Honoring Jim March Journal of Management Inquiry. 29: 119-127
Levinthal DA, Marengo L. (2020) Organizations, ambiguity, and conflict: introduction to the special issue in honor of James G. March Industrial and Corporate Change. 29: 81-87
Contigiani A, Levinthal DA. (2019) Situating the construct of lean start-up: adjacent conversations and possible future directions Industrial and Corporate Change. 28: 551-564
Levinthal DA, Workiewicz M. (2018) When Two Bosses Are Better Than One: Nearly Decomposable Systems and Organizational Adaptation Organization Science. 29: 207-224
Levinthal DA. (2017) Resource Allocation and Firm Boundaries Journal of Management. 43: 2580-2587
Bennett VM, Levinthal DA. (2016) Firm Lifecycles: Linking Employee Incentives and Firm Growth Dynamics Southern Medical Journal. 38: 2005-2018
Csaszar FA, Levinthal DA. (2016) Mental representation and the discovery of new strategies: Mental Representation and the Discovery of New Strategies Southern Medical Journal. 37: 2031-2049
Csaszar FA, Levinthal DA. (2015) Mental representation and the discovery of new strategies Strategic Management Journal
Levinthal DA, Marino A. (2015) Three facets of organizational adaptation: Selection, variety, and plasticity Organization Science. 26: 743-755
Cohen MD, Levinthal DA, Warglien M. (2014) Collective performance: Modeling the interaction of habit-based actions Industrial and Corporate Change. 23: 329-360
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