The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation

References

• Abernathy W. J., Clark K. B. Innovation: Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22Crossref, Google Scholar
• Abernathy W. J., Utterback J. M. Patterns of industrial innovation. Tech. Rev. (1978) 50:41–47Google Scholar
• Ahuja G., Katila R. Where do resources come from? The role of idiosyncratic situations. Strategic Management J. (2004) 25:887–907Crossref, Google Scholar
• Ahuja G., Lampert C. M. Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions. Strategic Management J. (2001) 22:521–543Crossref, Google Scholar
• Aiken L., West S.Multiple Regression: Testing and Interpreting Interactions (1991) (Sage, Newbury Park, CA) Google Scholar
• Aiken M., Hage J. Organizational independence and intra-organizational structure. Amer. Sociol. Rev. (1968) 33:912–930Crossref, Google Scholar
• Almeida P. Knowledge sourcing by foreign multinationals: Patent citation analysis in the U.S. semiconductor industry. Strategic Management J. (1996) 17:155–165Crossref, Google Scholar
• Almeida P., Kogut B. Localization of knowledge and the mobility of engineers in regional networks. Management Sci. (1999) 45:905–917Link, Google Scholar
• Barkema H. G., Bell J. H. J., Pennings J. M. Foreign entry, cultural barriers, and learning. Strategic Management J. (1996) 17:151–166Crossref, Google Scholar
• Bevan A. The UK potato crisp industry, 1960–1972: A study of new entry competition. J. Indust. Econom. (1974) 22:281–297Crossref, Google Scholar
• Boyd B. K., Reuning-Elliott E. A measurement model of strategic planning. Strategic Management J. (1998) 19:181–192Crossref, Google Scholar
• Bulow J. I., Geanakoplos J. D., Klemperer P. D. Multimarket oligopoly: Strategic substitutes and complements. J. Political Econom. (1985) 93:488–511Crossref, Google Scholar
• Burns T., Stalker G. M.The Management of Innovation (1961) (Tavistock, London, UK) Google Scholar
• Chang S. J. International expansion strategy of Japanese firms: Capability building through sequential entry. Acad. Management J. (1995) 38:383–407Crossref, Google Scholar
• Cho H. J., Pucik V. Relationship between innovativeness, quality, growth, profitability, and market share. Strategic Management J. (2005) 26:555–575Crossref, Google Scholar
• Christensen C. M., Bower J. L. Customer power, strategic investment, and the failure of leading firms. Strategic Management J. (1996) 17:197–218Crossref, Google Scholar
• Churchill G. A. A paradigm for developing better measures of marketing constructs. J. Marketing Res. (1979) 16:64–73Crossref, Google Scholar
• Clark K. B., Fujimoto T.Product Development Performance: Strategy, Organization, and Management in the World Auto Industry (1991) (Harvard Business School Press, Boston, MA) Google Scholar
• Cohen W. M., Levinthal D. A. Innovation and learning: The two faces of R&D. Econom. J. (1989) 99:569–596Google Scholar
• Conant J. S., Mokwa M. P., Varadarajan P. R. Strategic types, distinctive marketing competencies and organizational performance. Strategic Management J. (1990) 11:365–383Crossref, Google Scholar
• Cooper L. G., Inoue A. Building market structures from consumer preferences. J. Marketing Res. (1996) 33:293–306Crossref, Google Scholar
• Cusumano M.The Japanese Automobile Industry (1985) (Harvard University Press, Cambridge, MA) Crossref, Google Scholar
• Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
• Damanpour F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Acad. Management J. (1991) 34:555–590Crossref, Google Scholar
• Day G. S. The capabilities of market-driven organizations. J. Marketing (1994) 58:37–52Crossref, Google Scholar
• Day G. S., Shocker A. D., Srivastava R. K. Customer-oriented approaches to identifying product markets. J. Marketing (1979) 43:8–19Crossref, Google Scholar
• Dess G., Beard D. Dimensions of organizational task environments. Admin. Sci. Quart. (1984) 29:52–73Crossref, Google Scholar
• Dong-Jae K., Kogut B. Technological platforms and diversification. Organ. Sci. (1996) 7:283–301Link, Google Scholar
• Dosi G. Technological paradigms and technological trajectories. Res. Policy (1982) 11:147–162Crossref, Google Scholar
• Dosi G. Sources, procedures, and microeconomic effects of innovation. J. Econom. Literature (1988) 26:1120–1171Google Scholar
• Dougherty D., Hardy C. Sustained product innovation in large, mature organizations: Overcoming innovation-to-organization problems. Acad. Management J. (1996) 39:1120–1153Crossref, Google Scholar
• Eisenhardt K. M., Martin J. A. Dynamic capabilities: What are they? Strategic Management J. (2000) 21:1105–1121Crossref, Google Scholar
• Fleming L. Recombinant uncertainty in technological search. Management Sci. (2001) 47:117–132Link, Google Scholar
• Fleming L., Sorenson O. Technology as a complex adaptive system: Evidence from patent data. Res. Policy (2001) 30:1019–1039Crossref, Google Scholar
• Frosch R.Res.-Tech. Management (1996) 39(Nov.–Dec.):22–27Google Scholar
• Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47:209–229Crossref, Google Scholar
• Grant R. Prospering in dynamically competitive environments: Organization capability as knowledge integration. Organ. Sci. (1996) 7:375–387Link, Google Scholar
• Hamel G., Prahalad C. K.Competing for the Future (1994) (Harvard Business School Press, Boston, MA) Google Scholar
• Hargadon A.How Breakthroughs Happen: The Surprising Truth About How Companies Innovate (2003) (Harvard Business School Press, Boston, MA) Google Scholar
• Hargadon A., Fanelli A. Action and possibility: Reconciling dual perspectives of knowledge in organizations. Organ. Sci. (2002) 13:290–302Link, Google Scholar
• Hargadon A., Sutton R. I. Technology brokering and innovation in a product development firm. Admin. Sci. Quart. (1997) 42:716–749Crossref, Google Scholar
• He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15:481–494Link, Google Scholar
• Helfat C. E. Evolutionary trajectories in petroleum firm R&D. Management Sci. (1994) 40:1720–1747Link, Google Scholar
• Henderson R. M., Clark K. B. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35:9–30Crossref, Google Scholar
• Hitt M. A., Hoskisson R. E., Kim H. International diversification: Effects of innovation and firm performance in product-diversified firms. Acad. Management J. (1997) 40:767–798Crossref, Google Scholar
• Hrebiniak L. G., Joyce W. F. Organizational adaptation: Strategic choice and environmental determinism. Admin. Sci. Quart. (1985) 30:336–349Crossref, Google Scholar
• Huber G. P. Organizational learning: An examination of the contributing processes and the literatures. Organ. Sci. (1991) 2:88–115Crossref, Google Scholar
• Jansen J. P., van den Bosch F. A. J., Volberda H. W. Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. (2006) 52:1661–1674Link, Google Scholar
• Jelinek M., Dansereau F., Yammarino F. Making sense of strategic change: A problem of learning and levels. Research in Multi-Level Issues (2003) 2(Elsevier, New York) 373–390Crossref, Google Scholar
• Kadiyali V. Entry, its deterrence, and its accommodation: A study of the U.S. photographic film industry. RAND J. Econom. (1996) 27:452–478Crossref, Google Scholar
• Karnani A., Wernerfelt B. Multiple point competition. Strategic Management J. (1985) 6:87–96Crossref, Google Scholar
• Katila R. New product search over time: Past ideas in their prime? Acad. Management J. (2002) 45:995–1010Crossref, Google Scholar
• Katila R., Ahuja G. Something old, something new: A longitudinal study of search behavior and new product introduction. Acad. Management J. (2002) 45:1183–1194Crossref, Google Scholar
• Klepper S. Entry, exit, growth and innovation over the product life cycle. Amer. Econom. Rev. (1996) 86:560–581Google Scholar
• Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3:383–397Link, Google Scholar
• Kohli A. K., Jaworski B. J. Market orientation: The construct, research propositions, and managerial implications. J. Marketing (1990) 54(April):1–18Crossref, Google Scholar
• Koza M. P., Lewin A. Y. The coevolution of strategic alliances: A longitudinal analysis of an international professional service. Organ. Sci. (1998) 9:255–264Link, Google Scholar
• Kuemmerle W. Foreign direct investment in industrial research in the pharmaceutical and electronics industries-results from a survey of multinational firms. Res. Policy (1999) 28:179–193Crossref, Google Scholar
• Levinthal D. A., March J. G. A model of adaptive organizational search. J. Econom. Behavorial Organ. (1981) 2:307–333Crossref, Google Scholar
• Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112Crossref, Google Scholar
• Levitt T. Marketing myopia. Harvard Bus. Rev. (1960) 38(July–August):45–56Google Scholar
• Lewin A. Y., Long C. P., Carroll T. N. The coevolution of new organizational forms. Organ. Sci. (1999) 10:535–550Link, Google Scholar
• Manu F. A. Innovation orientation, environment and performance: A comparison of U.S. and European markets. J. Internat. Bus. Stud. (1992) 23:333–359Crossref, Google Scholar
• March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87Link, Google Scholar
• Markides C. Strategic innovation. Sloan Management Rev. (1997) 38(Spring):9–23Google Scholar
• Martin X., Mitchell W. The influence of local search and performance heuristics on new design introduction in a new product market. Res. Policy (1998) 26:753–771Crossref, Google Scholar
• McGrath R. G. Exploratory learning, innovative capacity and managerial oversight. Acad. Management J. (2001) 44:118–131Crossref, Google Scholar
• Meyer A. Adjusting to environmental jolts. Admin. Sci. Quart. (1982) 27:515–538Crossref, Google Scholar
• Miller D. The structural and environmental correlates of business strategy. Strategic Management J. (1987) 8:55–76Crossref, Google Scholar
• Nelson R. R., Winter S. G.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
• Nerkar A. Old is gold? The value of temporal exploration in the creation of new knowledge. Management Sci. (2003) 49:211–229Link, Google Scholar
• Nerkar A., Roberts P. W. Technological and product-market experience and the success of new product introductions in the pharmaceutical industry. Strategic Management J. (2004) 25:779–799Crossref, Google Scholar
• Nohria N., Gulati R. Is slack good or bad for innovation? Acad. Management J. (1996) 39:1245–1264Crossref, Google Scholar
• Park S. H., Chen R., Gallagher S. Firm resources as moderators of the relationship between market growth and strategic alliances in semiconductor start-ups. Acad. Management J. (2002) 45:527–545Crossref, Google Scholar
• Podsakoff P. M., Organ D. W. Self-reports in organizational research: Problems and prospects. J. Management (1986) 12:531–544Crossref, Google Scholar
• Porter M. E.Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980) (The Free Press, New York) Google Scholar
• Ratliff J. M. NTT DoCoMo and its I-mode success: Origins and implications. California Management Rev. (2002) 44(Spring):55–71Crossref, Google Scholar
• Reich R. B., Mankin E. D. Joint ventures with Japan give away our future. Harvard Bus. Rev. (1986) 64(March–April):78–86Google Scholar
• Rivkin J. W., Siggelkow N. Balancing search and stability: Interdependencies among elements of organizational design. Management Sci (2003) 49:290–311Link, Google Scholar
• Rosenberg N.Technology and American Economic Growth (1972) (M. E. Sharpe, Armonk, NY) Google Scholar
• Rosenkopf L., Almeida P. Overcoming local search through alliances and mobility. Management Sci. (2003) 49:751–766Link, Google Scholar
• Rosenkopf L., Nerkar A. Beyond local search: Boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management J. (2001) 22:287–306Crossref, Google Scholar
• Rothaermel F. T. Incumbent’s advantage through exploiting complementary assets via interfirm cooperation. Strategic Management J. (2001) 22:687–699Crossref, Google Scholar
• Rugman A. M.International Diversification and the Multinational Enterprise (1979) (Lexington Books, Lexington, MA) Google Scholar
• Sahal D. Technological guideposts and innovation avenues. Res. Policy (1985) 14:61–82Crossref, Google Scholar
• Sarkar M. B., Cavusgil S. T., Aulakh P. S. International expansion of telecommunication carriers: The influence of market structure, network characteristics, and entry imperfections. J. Internat. Bus. Stud. (1999) 30:361–382Crossref, Google Scholar
• Schilling M. A. Technological leapfrogging: Lessons from the U.S. video game console industry. California Management Rev. (2003) 45(Spring):6–32Crossref, Google Scholar
• Schumpeter J.Capitalism, Socialism, and Democracy (1950) 3rd ed.(Harper, New York) Google Scholar
• Shan W., Hamilton W. Country-specific advantage and international cooperation. Strategic Management J. (1991) 12:419–432Crossref, Google Scholar
• Sidhu J. S., Volberda H. W., Commandeur H. R. Exploring exploration orientation and its determinants: Some empirical evidence. J. Management Stud. (2004) 41:913–932Crossref, Google Scholar
• Slater S. F., Narver J. C. Customer-led and market-oriented: Let’s not confuse the two. Strategic Management J. (1998) 19:1001–1006Crossref, Google Scholar
• Stuart T. E., Podolny J. M. Local search and the evolution of technological capabilities. Strategic Management J. (1996) 17(Summer special issue):21–38Google Scholar
• Suárez F. F., Utterback J. M. Dominant designs and the survival of firms. Strategic Management J. (1995) 16:415–430Crossref, Google Scholar
• Takeuchi H., Nonaka I. The new product development game. Harvard Bus. Rev. (1986) 64(Jan–Feb):137–146Google Scholar
• Teece D. J., Teece D. J. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. The Competitive Challenge (1987) (Ballinger, Cambridge, MA) 185–219Google Scholar
• Tushman M. L., Anderson P. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31:439–465Crossref, Google Scholar
• Utterback J. M.Mastering the Dynamics of Innovation (1994) (Harvard Business School Press, Boston, MA) Google Scholar
• Vachani S. Distinguishing between related and unrelated international geographic diversification: A comprehensive measure of global diversification. J. Internat. Bus. Stud. (1991) 22:307–322Crossref, Google Scholar
• Venkatraman N., Grant J. H. Construct measurement in organizational strategy research: A critique and proposal. Acad. Management Rev. (1986) 11:71–87Crossref, Google Scholar
• Vernon R. International investment and international trade in the product cycle. Quart. J. Econom. (1966) 81:190–207Crossref, Google Scholar
• Volberda H. W.Building the Flexible Firm: How to Remain Competitive (1998) (Oxford University Press, Oxford, UK) Google Scholar
• Volberda H. W., van den Bosch F. A. J., Flier B., Gedajlovic E. R. Following the herd or not? Patterns of strategic renewal in the Netherlands and the UK. Long Range Planning (2001) 34:209–229Crossref, Google Scholar
• von Hippel E.The Sources of Innovation (1988) (Oxford University Press, Oxford, UK) Google Scholar