Contextuality Within Activity Systems and Sustainability of Competitive Advantage
介绍了互补性框架和NK模型两种研究活动间互动的方法，指出它们未能充分关注情境性互动（即受其他活动选择影响的互动），并通过企业案例提出未来研究方向。
Executive Overview Research on the interactions among activities in firms and the extent to which these interactions help create and sustain competitive advantage has rapidly expanded in recent years. In this research, the two most common approaches have been the complementarity framework, as developed by Milgrom and Roberts (1990), and the NK-model (Kaufman, 1993) for simulation studies. This paper provides an introduction to these approaches, summarizes key results, and points to an aspect of interactions that has not found much attention because neither of the two approaches is well-suited to address it: contextual interactions, i.e., interactions that are influenced by other activity choices made by a firm. We provide a number of examples of contextual interactions drawn from in-depth studies of individual firms and outline suggestions for future research.