Advancing the Conceptualization and Operationalization of Novelty in Organizational Research

References

• Adner R., Levinthal D. Doing versus seeing: Acts of exploitation and perceptions of exploration. Strategic Entrepreneurship J. (2008) 2(1):43–52Crossref, Google Scholar
• Ahuja G. Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. (2000) 45(3):425–455Crossref, 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(6–7):521–543Crossref, Google Scholar
• Alcácer J., Zhao M. Global competitors as next-door neighbors: A closer look at innovation and geographic concentration in the semiconductor industry. (2006) . Working paper, Harvard Business School, BostonGoogle Scholar
• Amit R., Zott C. Value creation in e-business. Strategic Management J. (2001) 22(6/7):493–520Crossref, Google Scholar
• Ancona D. G., Goodman P. S., Lawrence B. S., Tushman M. L. Time: A new research lens. Acad. Management Rev. (2001) 26(4):645–563Crossref, Google Scholar
• Auh S., Menguc B. Balancing exploration and exploitation: The moderating role of competitive intensity. J. Bus. Res. (2005) 58(12):1652–1661Crossref, Google Scholar
• Baghai M., Coley S., White D.The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise (1999) (Orion Publishing Group, London) Google Scholar
• Beckman C. M. The influence of founding team company affiliations on firm behavior. Acad. Management J. (2006) 49(4):741–758Crossref, Google Scholar
• Beckman C. M., Haunschild P. R., Phillips D. J. Friends or strangers? Firm-specific uncertainty, market uncertainty, and network partner selection. Organ. Sci. (2004) 15(3):259–275Link, Google 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(4):676–706Crossref, Google Scholar
• Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28(2):238–256Crossref, Google Scholar
• Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34Crossref, Google Scholar
• Burgelman R. A. Strategy as vector and the inertia of coevolutionary lock-in. Admin. Sci. Quart. (2002) 47(2):325–357Crossref, Google Scholar
• Cao Q., Gedajlovic E., Zhang H. Unpacking organizational ambidexterity: Dimensions, consistencies, and synergistic effects. Organ. Sci. (2009) 20(4):781–796Link, Google Scholar
• Carpenter M. A., Westphal J. D. The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Acad. Management J. (2001) 44(4):639–660Crossref, Google Scholar
• Chesbrough H.Open Innovation: The New Imperative for Creating and Profiting from Technology (2003) (Harvard Business School Press, Cambridge, MA) Google Scholar
• Danneels E. The dynamics of product innovation and firm competences. Strategic Management J. (2002) 23(12):1095–1122Crossref, Google Scholar
• Darr E. D., Argote L., Epple D. The acquisition, transfer, and depreciation of service knowledge in service organizations: Productivity in franchises. Management Sci. (1995) 41(11):1750–1762Link, Google Scholar
• Day G. S. Is it real? Can we win? Is it worth doing? Managing risk and reward in an innovation portfolio. Harvard Bus. Rev. (2007) 85(12):110–120Google Scholar
• Dyer J. H., Singh H. The relational view: Cooperative strategies and sources of interorganizational competitive advantage. Acad. Management Rev. (1998) 23(4):660–679Crossref, Google Scholar
• Ebben J. J., Johnson A. C. Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management J. (2005) 26(13):1249–1259Crossref, Google Scholar
• Feinberg S. E., Gupta A. K. Knowledge spillovers and the assignment of R&D responsibilities to foreign subsidiaries. Strategic Management J. (2004) 25(8/9):823–845Crossref, Google Scholar
• Fiss P. C. A set-theoretic approach to organizational configurations. Acad. Management Rev. (2007) 32(4):1180–1198Crossref, Google Scholar
• Gavetti G., Levinthal D. A. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45(1):113–137Crossref, Google Scholar
• Gaynor G. H.Handbook of Technology Management (1996) (McGraw-Hill, New York) Google Scholar
• Gibson C. B., Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47(2):209–226Crossref, Google Scholar
• Groysberg B., Lee L.-E. Hiring stars and their colleagues: Exploration and exploitation in professional service firms. Organ. Sci (2009) 20(4):740–758Link, Google Scholar
• Gupta A. K., Smith K. G., Shalley C. E. The interplay between exploration and exploitation. Acad. Management J. (2006) 49(4):693–706Crossref, Google Scholar
• Hannan M. T., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49(2):149–164Crossref, Google Scholar
• He Z.-L., Wong P.-K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494Link, 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(1):9–30Crossref, Google Scholar
• Hess A. M., Rothaermel F. T. When are assets complementary? Star scientists, strategic alliances, and innovation in the pharmaceutical industry. Strategic Management J. (2011) 32(8):895–909Crossref, Google Scholar
• Ingram P., Baum J. A. C. Chain affiliation and the failure of Manhattan hotels, 1898–1980. Admin. Sci. Quart. (1997) 42(1):68–102Crossref, Google Scholar
• Jansen J. J. P., van den Bosch F. A. J., Volberda H. W. Exploratory innovation, exploitative innovation, and ambidexterity: The impact of environmental and organizational antecedents. Schmalenbach Bus. Rev. (2005) 57(4):351–363Google Scholar
• Jansen J. 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(11):1661–1674Link, Google Scholar
• Jansen J. J. P., Tempelaar M. P., van den Bosch F. A. J., Volberda H. W. Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organ. Sci. (2009) 20(4):797–811Link, Google Scholar
• Katila R. New product search over time: Past ideas in their prime? Acad. Management J. (2002) 45(5):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(6):1183–1194Crossref, Google Scholar
• Katila R., Chen E. L. Effects of search timing on innovation: The value of not being in sync with rivals. Admin. Sci. Quart. (2008) 53(4):593–625Crossref, Google Scholar
• Kauffman S. A.The Origins of Order: Self-Organization and Selection in Evolution (1993) (Oxford University Press, New York) Crossref, Google Scholar
• King A. A., Tucci C. L. Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities. Management Sci. (2002) 48(2):171–186Link, Google Scholar
• Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3(3):383–397Link, Google Scholar
• Koza M. P., Lewin A. Y. The co-evolution of strategic alliances. Organ. Sci. (1998) 9(3):255–264Link, Google Scholar
• Kyriakopoulos K., Moorman C. Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation. Internat. J. Res. Marketing (2004) 21(3):219–240Crossref, Google Scholar
• Lavie D., Rosenkopf L. Balancing exploration and exploitation in alliance formation. Acad. Management J. (2006) 49(4):797–818Crossref, Google Scholar
• Lavie D., Kang J., Rosenkopf L. Balance within and across domains: The performance implications of exploration and exploitation in alliances. Organ. Sci. (2011) . ePub ahead of print March 11, http://orgsci.journal.informs.org/cgi/content/abstract/orsc.1100.0596v1Google Scholar
• Lavie D., Stettner U., Tushman M. Exploration and exploitation within and across organizations. Acad. Management Ann. (2010) 4(1):109–155Crossref, Google Scholar
• Levinthal D. A. Adaptation on rugged landscapes. Management Sci. (1997) 43(7):934–950Link, Google Scholar
• Levinthal D. A. The slow pace of rapid technological change: Gradualism and punctuation in technological change. Indust. Corporate Change (1998) 7(2):217–247Crossref, Google Scholar
• Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14(S2):95–112Crossref, Google Scholar
• Lin Z. J., Yang H., Demirkan I. The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Sci. (2007) 53(10):1645–1658Link, Google Scholar
• Lubatkin M. H., Simsek Z., Ling Y., Veiga J. F. Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. J. Management (2006) 32(5):646–672Crossref, Google Scholar
• March J. G. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87Link, Google Scholar
• McGrath P. Innovation in action: A corporate perspective. (2009) Presentation, GE, Fairfield, CTRetrieved November 4, 2010, http://doku.iab.de/fdz/events/2009/asigo_mcgrath_presentation.pdfGoogle Scholar
• McGrath R. G., MacMillan I.The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty (2000) (Harvard Business School Press, Boston) Google Scholar
• Mitchell T. R., James L. R. Building better theory: Time and the specification of when things happen. Acad. Management Rev. (2001) 26(4):530–547Crossref, Google Scholar
• Mom T. J. M., van den Bosch F. A. J., Volberda H. W. Understanding variation in managers' ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ. Sci. (2009) 20(4):812–828Link, Google Scholar
• Nerkar A. Old is gold? The value of temporal exploration in the creation of new knowledge. Management Sci. (2003) 49(2):211–229Link, Google Scholar
• Phene A., Fladmoe-Lindquist K., Marsh L. Breakthrough innovations in the U.S. biotechnology industry: The effects of technological space and geographic origin. Strategic Management J. (2006) 27(4):369–388Crossref, Google Scholar
• Podsakoff P., Organ D. Self-reports in organizational research: Problems and prospects. J. Management (1986) 12(4):531–544Crossref, Google Scholar
• Powell W. W., Koput K. W., Smith-Doerr L. Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Admin. Sci. Quart. (1996) 41(1):116–145Crossref, Google Scholar
• Puranam P., Singh H., Zollo M. Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions. Acad. Management J. (2006) 49(2):263–280Crossref, Google Scholar
• Ragin C. C.Fuzzy-Set Social Science (2000) (University of Chicago Press, Chicago) Google Scholar
• Raisch S., Birkinshaw J. Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management (2008) 34(3):375–409Crossref, Google Scholar
• Raisch S., Birkinshaw J., Probst G., Tushman M. L. Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. (2009) 20(4):685–695Link, Google Scholar
• Rivkin J. W. Imitation of complex strategies. Management Sci. (2000) 46(6):824–844Link, Google Scholar
• Roberts E., Berry C. Entering new business: Selecting strategies for success. Sloan Management Rev. (1985) 26(Spring):3–17Google Scholar
• Rosenkopf L., Almeida P. Overcoming local search through alliances and mobility. Management Sci. (2003) 49(6):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(4):287–306Crossref, Google Scholar
• Rothaermel F. T. Incumbent's advantage through exploiting complementary assets via interfirm cooperation. Strategic Management J. (2001) 22(6–7):687–699Crossref, Google Scholar
• Rothaermel F. T., Alexandre M. T. Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organ. Sci. (2009) 20(4):759–780Link, Google Scholar
• Rothaermel F. T., Deeds D. L. Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25(3):201–222Crossref, Google Scholar
• Singh J. Collaborative networks as determinants of knowledge diffusion patterns. Management Sci. (2005) 51(5):756–770Link, Google Scholar
• Spanos Y. E., Lioukas S. An examination into the causal logic of rent generation: Contrasting Porter's competitive strategy framework and the resource-based perspective. Strategic Management J. (2001) 22(10):907–934Crossref, Google Scholar
• Spector P. E. Method variance in organizational research: Truth or urban legend? Organ. Res. Methods (2006) 9(2):221–232Crossref, Google Scholar
• Sørensen J. B., Stuart T. E. Aging, obsolescence, and organizational innovation. Admin. Sci. Quart. (2000) 45(1):81–112Crossref, Google Scholar
• Sorenson O., Stuart T. E. Syndication networks and the spatial distribution of venture capital investments. Amer. J. Sociol. (2001) 106(6):1546–1588Crossref, Google Scholar
• Sorenson O., McEvily S., Ren C. R., Roy R. Niche width revisited: Organizational scope, behavior and performance. Strategic Management J. (2006) 27(10):915–936Crossref, Google Scholar
• Tushman M. L., O'Reilly C. A. Ambidextrous organizations: Managing evolutionary and revolutionary change. Calif. Management Rev. (1996) 38(4):8–30Crossref, Google Scholar
• Tushman M. L., O'Reilly C. A.Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (2002) (Harvard Business School Press, Boston) Google Scholar
• Vermeulen F., Barkema H. Learning through acquisitions. Acad. Management J. (2001) 44(3):457–478Crossref, Google Scholar
• von Hippel E.The Sources of Innovation (1988) (Oxford University Press, New York) Google Scholar
• Welch V. Front end marketing for technical innovators. (2008) Presentation, GE Global ResearchNiskayuna, NYRetrieved November 4, 2010, http://www.pdma.org/view_document.cfm?pk_document=307Google Scholar
• Westerman G., McFarlan F. W., Iansiti M. Organizational design and effectiveness over the innovation life cycle. Organ. Sci. (2006) 17(2):230–238Link, Google Scholar
• Westphal J. D., Seidel M.-D. L., Stewart K. J. Second-order imitation: Uncovering latent effects of board network ties. Admin. Sci. Quart. (2001) 46(4):717–747Crossref, Google Scholar
• Wheelwright S. C., Clark K. B. Creating project plans to focus product development. Harvard Bus. Rev. (1992) 70(2):70–82Google Scholar
• Zott C., Amit R. Business model design: An activity system perspective. Long Range Planning (2010) 43(2–3):216–226Crossref, Google Scholar