Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators

Published Online:https://doi.org/10.1287/mnsc.1060.0576

References

  • Abernathy W. J., Clark K. Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22CrossrefGoogle Scholar
  • Adler P. S., Borys B. Two types of bureaucracy: Enabling and coercive. Admin. Sci. Quart. (1996) 41:61–89CrossrefGoogle Scholar
  • Adler P. S., Kwon S. Social capital: Prospects for a new concept. Acad. Management Rev. (2002) 27:17–40CrossrefGoogle Scholar
  • Aiken M., Hage J. Organizational interdependence and intraorganizational structure. Amer. Sociol. Rev. (1968) 33:912–930CrossrefGoogle Scholar
  • Aiken L. S., West S. G. Multiple Regression: Testing and Interpreting Interactions (1991) (Sage Publishing, Thousand Oaks, CA) Google Scholar
  • Atuahene-Gima K. The effects of centrifugal and centripetal forces on product development speed and quality: How does problem solving matter? Acad. Management J. (2003) 46:359–374CrossrefGoogle Scholar
  • Benner M. J., Tushman M. L. Process management and technological innovation: A longitudinal study of the photography and paint industries. Admin. Sci. Quart. (2002) 47:676–706CrossrefGoogle Scholar
  • Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28:238–256CrossrefGoogle Scholar
  • Birkinshaw J., Hood N., Jonsson S. Building firm-specific advantages in multinational corporations: The role of subsidiary initiative. Strategic Management J. (1998) 19:221–241CrossrefGoogle Scholar
  • Cardinal L. B. Technological innovation in the pharmaceutical industry: The use of organizational control in managing research and development. Organ. Sci. (2001) 12:19–36LinkGoogle Scholar
  • Daft R. L., Lengel R. H. Organizational information requirements, media richness and structural design. Management Sci. (1986) 32:554–571LinkGoogle Scholar
  • Damanpour F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Acad. Management J. (1991) 34:555–590CrossrefGoogle Scholar
  • Danneels E. The dynamics of product innovation and firm competences. Strategic Management J. (2002) 23:1095–1121CrossrefGoogle Scholar
  • Desphande R., Zaltman G. Factors affecting the use of market research information: A path analysis. J. Marketing Res. (1982) 19:14–31CrossrefGoogle Scholar
  • Dess G. G., Beard D. W. Dimensions of organizational task environments. Admin. Sci. Quart. (1984) 29:52–73CrossrefGoogle Scholar
  • Dewar R. D., Dutton J. E. The adoption of radical and incremental innovations: An empirical analysis. Management Sci. (1986) 32:1422–1433LinkGoogle Scholar
  • Dewar R. D., Whetten D. A., Boje D. An examination of the reliability and validity of the Aiken and Hage scales of centralization, formalization, and task routiness. Admin. Sci. Quart. (1980) 25:120–128CrossrefGoogle Scholar
  • Dhanaraj C., Lyles M. A., Steensma H. K., Tihanyi L. Managing tacit and explicit knowledge transfer in IJVs: The role of relational embeddedness and the impact on performance. J. Internat. Bus. Stud. (2004) 35:428–442CrossrefGoogle Scholar
  • Dill W. R. Environments as an influence on managerial autonomy. Admin. Sci. Quart. (1958) 2:409–443CrossrefGoogle Scholar
  • Dyer J. H., Nobeoka K. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management J. (2000) 21:345–367CrossrefGoogle Scholar
  • Ettlie J. E., Bridges W. P., O’Keefe R. D. Organization strategy and structural differences for radical versus incremental innovation. Management Sci. (1984) 30:682–695LinkGoogle Scholar
  • Flier B., Van Den Bosch F. A. J., Volberda H. W. Coevolution in strategic renewal behaviour of British, Dutch, and French financial incumbents: Interaction of environmental selection, institutional effects, and managerial intentionality. J. Management Stud. (2003) 40:2163–2187CrossrefGoogle Scholar
  • Floyd S. W., Lane P. J. Strategizing throughout the organization: Managing role conflict in strategic renewal. Acad. Management Rev. (2000) 25:154–177CrossrefGoogle Scholar
  • Ghoshal S., Korine H., Szulanski G. Interunit communication in multinational corporations. Management Sci. (1994) 40:96–110LinkGoogle Scholar
  • Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47:209–226CrossrefGoogle Scholar
  • Gooding R., Wagner J. A meta-analytic review of the relationship between size and performance: The productivity and efficiency of organizations and their subunits. Admin. Sci. Quart. (1985) 30:462–481CrossrefGoogle Scholar
  • Gopalakrishnan S., Damanpour F. Patterns of generation and adoption of innovation in organizations: Contingency models of innovation attributes. J. Engrg. Tech. Management (1994) 11:95–116CrossrefGoogle Scholar
  • Hage J., Aiken M. Program change and organizational properties: A comparative analysis. Amer. J. Sociol. (1967) 72:503–519CrossrefGoogle Scholar
  • Hambrick D. C. Some tests of the effectiveness and functional attributes of Miles and Snow’s strategic types. Acad. Management J. (1983) 26:5–26CrossrefGoogle Scholar
  • Han J. K., Kim H., Srivastava R. K. Market orientation and organizational performance: Is innovation a missing link? J. Marketing (1998) 62:3–45CrossrefGoogle Scholar
  • Hansen G. S., Wernerfelt B. Determinants of firm performance: The relative importance of economic and organizational factors. Strategic Management J. (1989) 10:399–411CrossrefGoogle Scholar
  • Hansen M. T. Knowledge networks: Explaining effective knowledge sharing in multiunit companies. Organ. Sci. (2002) 13:232–248LinkGoogle Scholar
  • He Z., Wong P. Exploration and exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494LinkGoogle Scholar
  • Hill C. W. L., Rothaermel F. T. The performance of incumbent firms in the face of radical technological innovation. Acad. Management Rev. (2003) 28:257–274CrossrefGoogle Scholar
  • James L. R., Demaree R. G., Wolf G. Rwg: An assessment of within-group interrater agreement. J. Appl. Psych. (1993) 78:306–309CrossrefGoogle Scholar
  • Jansen J. J. P., Van Den Bosch F. A. J., Volberda H. W. Managing potential and realized absorptive capacity: How do organizational antecedents matter? Acad. Management J. (2005) 48:999–1015CrossrefGoogle Scholar
  • Jaworski B. J., Kohli A. K. Market orientation: Antecedents and consequences. J. Marketing (1993) 57:53–70CrossrefGoogle Scholar
  • Jones A. P., Johnson L. A., Butler M. C., Main D. S. Apples and oranges: An empirical comparison of commonly used indices of interrater agreement. Acad. Management J. (1983) 26:507–519CrossrefGoogle Scholar
  • Khandwalla P. N.Design of Organizations (1977) (Harcourt Brace Jovanovich, New York) Google Scholar
  • Kirkman B. L., Rosen B. Beyond self-management: Antecedents and consequences of team empowerment. Acad. Management J. (1999) 42:58–74CrossrefGoogle Scholar
  • Kotha S., Nair A. Strategy and environment as determinants of performance: Evidence from the Japanese machine tool industry. Strategic Management J. (1995) 16:497–518CrossrefGoogle Scholar
  • Lee J., Lee J., Lee H. Exploration and exploitation in the presence of network externalities. Management Sci. (2003) 49:553–570LinkGoogle Scholar
  • Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–125CrossrefGoogle Scholar
  • Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112CrossrefGoogle Scholar
  • Lewin A. Y., Long C. P., Caroll T. N. The coevolution of new organizational forms. Organ. Sci. (1999) 10:535–550LinkGoogle Scholar
  • Lin X., Germain R. Organizational structure, context, customer orientation, and performance: Lessons from Chinese state-owned enterprises. Strategic Management J. (2003) 24 :1131–1151CrossrefGoogle Scholar
  • Lumpkin G. T., Dess G. G. Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. J. Bus. Venturing (2001) 16:429–451CrossrefGoogle Scholar
  • Lyles M. A., Schwenk C. R. Top management, strategy, and organizational knowledge structures. J. Internat. Bus. Stud (1992) 29:155–174Google Scholar
  • March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • March J. G., Simon H. A.Organizations (1958) (John Wiley, New York) Google Scholar
  • Matusik S. F., Hill C. W. L. The utilization of contingent work, knowledge creation, and competitive advantage. Acad. Management Rev. (1998) 23:680–697CrossrefGoogle Scholar
  • McFadyen M. A., Cannella A. A. Social capital and knowledge creation: Diminishing returns of the number and strength of exchange relationships. Acad. Management J. (2004) 47:735–746CrossrefGoogle Scholar
  • McGrath R. G. Exploratory learning, innovative capacity, and managerial oversight. Acad. Management J. (2001) 44:118–131CrossrefGoogle Scholar
  • Miller D. The structural and environmental correlates of business strategy. Strategic Management J. (1987) 8:55–76CrossrefGoogle Scholar
  • Miller D., Droge C. Psychological and traditional dimensions of structure. Admin. Sci. Quart. (1986) 31:539–560CrossrefGoogle Scholar
  • Miller D., Friesen P. H. Strategy-making and environment: The third link. Strategic Management J. (1983) 4:221–235CrossrefGoogle Scholar
  • Milliken F. J., Martins L. L. Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Acad. Management Rev. (1996) 21:402–434CrossrefGoogle Scholar
  • Moorman C., Miner A. S. The impact of organizational memory on new product performance and creativity. J. Marketing Res. (1997) 34:91–106CrossrefGoogle Scholar
  • Nahapiet J., Ghoshal S. Social capital, intellectual capital, and the organizational advantage. Acad. Management Rev. (1998) 23:242–266CrossrefGoogle Scholar
  • Neter J., Wasserman W., Kutner M. H.Applied Linear Statistical Models (1990) (Irwin, Homewood, IL) Google Scholar
  • Nord W. R., Tucker S.Implementing Routine and Radical Innovations (1987) (Lexington Books, Lexington, MA) Google Scholar
  • Pennings J. M., Harianto F. The diffusion of technological innovation in the commercial banking industry. Strategic Management J. (1992) 13:29–46CrossrefGoogle Scholar
  • Rothaermel R. T., Deeds D. L. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25:201–221CrossrefGoogle Scholar
  • Rowley T., Behrens D., Krackhardt D. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management J. (2000) 21:369–386CrossrefGoogle Scholar
  • Sethi R., Smith D. C., Park C. W. Cross-functional product development teams, creativity, and the innovativeness of new consumer products. J. Marketing Res. (2001) 38:73–85CrossrefGoogle Scholar
  • Shane S., Venkataraman S. The promise of entrepreneurship as a field of research. Acad. Management Rev. (2000) 25:217–226Google Scholar
  • Sheremata W. A. Centrifugal and centripetal forces in radical new product development under time pressure. Acad. Management Rev. (2000) 25:389–408CrossrefGoogle Scholar
  • Snow C. C., Hrebiniak L. G. Strategy, distinctive competence, and organizational performance. Admin. Sci. Quart. (1980) 25:317–335CrossrefGoogle Scholar
  • Sorensen J. B., Stuart T. E. Aging, obsolescence and organizational innovation. Admin. Sci. Quart. (2000) 45:81–113CrossrefGoogle Scholar
  • Subramaniam M., Youndt M. A. The influence of intellectual capital on the types of innovative capabilities. Acad. Management J. (2005) 48:450–463CrossrefGoogle Scholar
  • Tsai W. Knowledge transfer in intra-organizational networks: Effects of network position and absorptive capacity on business unit innovation and performance. Acad. Management J. (2001) 44:996–1004CrossrefGoogle Scholar
  • Tsai W. Social structure of “coopetition” within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing. Organ. Sci. (2002) 13:179–190LinkGoogle Scholar
  • Tsai W., Ghoshal S. Social capital and value creation: The role of intrafirm networks. Acad. Management J. (1998) 41:464–476CrossrefGoogle Scholar
  • Tushman M. L., O’Reilly C. A. Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38:8–29CrossrefGoogle Scholar
  • Uzzi B. Social structure and competition in interfirm networks: The paradox of embeddedness. Admin. Sci. Quart. (1997) 42:35–67CrossrefGoogle Scholar
  • Uzzi B., Lancaster R. Relational embeddedness and learning: The case of bank loan managers and their clients. Management Sci. (2003) 49:383–399LinkGoogle Scholar
  • Van de Ven A. H. Central problems in management of innovation. Management Sci. (1986) 32:590–607LinkGoogle Scholar
  • Vera D., Crossan M. Strategic leadership and organization learning. Acad. Management Rev. (2004) 29:222–240Google Scholar
  • Volberda H. W., Van Bruggen G. H., Bemelmans M. T. A. Environmental turbulence: A look into its dimensionality. Dynamiek in Bedrijfsvoering (1997) (NOBO, Enschede, The Netherlands) Google Scholar
  • Walker G., Kogut B., Shan W. Social capital, structural holes, and the formation of an industry network. Organ. Sci. (1997) 8:109–125LinkGoogle Scholar
  • Weick K. E.The Social Psychology of Organizing (1979) (Addison-Wesley, Reading, MA) Google Scholar
  • Zahra S. A. Technology strategy and financial performance: Examining the moderating role of the firm’s competitive environment. J. Bus. Venturing (1996) 11:189–219CrossrefGoogle Scholar
  • Zahra S. A., Bogner W. C. Technology strategy and software new venture’s performance: Exploring effect of the competitive environment. J. Bus. Venturing (1999) 15:135–173CrossrefGoogle Scholar
  • Zander U., Kogut B. Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organ. Sci. (1995) 6:76–92LinkGoogle Scholar
  • Zmud R. W. Diffusion of modern software practices: Influence of centralization and formalization. Management Sci. (1982) 28:1421–1431LinkGoogle Scholar
  • Zollo M. M., Winter S. G. Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. (2002) 13:339–351LinkGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.