James G. March is a well-known management guru with high impacts on management, political science, sociology, education, and many other fields. His research on organization decision-making is the most remarkable. His idea of bounded rationality has a unique approach and overturns traditional rational decision-making. This idea opens up a new theoretical development path for management science and subverted the influential " economic imperialism”.

How did March develop the theory? Why did his theory make so profound impact on other disciplines? We believe that March grounded his theory on the bounded rational hypothesis as the microfoundation, which is completely different from the hypothesis in economics. March and Simon（1958）emphasize the importance of uncomplete information and feedback loop in the decision-making process. In the real world, decision-makers try to be rational in their decision-making, but they cannot explore all the options and consider all the goals at the same time. Therefore, they only seek a relatively satisfactory action.

With the microfoundation lens from the recent management research movement, we discuss the March’s organizational behavior strategy and explores how the micro-level factors interact to build routines and dynamic capability. March’s talented thoughts on organizational ambidexterity and foolishness could be widely applied in the fields of innovation, entrepreneurship, and even artificial intelligence. His path of developing the theory can help us build a grand theoretical hall.

Recently, some Chinese scholars proposed that China’s management academics need to integrate Drucker’s and March’s ways, so as to develop a road of " the Unity of Theory and Practice（Zhi Xing He Yi）” in future. Inspired from March’s theory path, Chinese scholars could pave a new road in developing Chinese indigenous theory and making unique contribution to global management knowledge.