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Prior research on business analytics has advanced substantially our understanding of how social media analytics affect business performance. However, the specific value of social media analytics to product innovation has not been fully explored and appreciated. To address this important issue, the present study draws on the resource-based view and the knowledge-based view to examine (1) whether the use of social media analytics strengthens radical product innovation to a greater extent than it does incremental product innovation and (2) how knowledge-exploration competence and knowledge-exploitation competence mediate the influence of social media analytics on radical and incremental product innovation.

This study tested the proposed model using data collected from 205 manufacturing firms. Structural equation modeling was applied to test the research hypotheses using LISREL 8.80 software program.

The statistical findings provide compelling evidence that the use of social media analytics is more likely to lead to radical product innovation than to incremental product innovation. In addition, knowledge-exploration competence only partially mediates the relationship between social media analytics and radical product innovation. Knowledge-exploitation competence not only partially mediates such a relationship, but also fully mediates the link between social media analytics and incremental product innovation.

This study contributes to the social media analytics and innovation literature by offering novel theoretical and empirical insights into how firms can leverage the value of social media analytics to create superior product innovation.

This paper aims to extend research on exploration and exploitation by investigating the effects of competence exploration and exploitation on new product development outcomes in China. Premised from the perspective of environment‐performance relationship and the fit‐as‐moderation view, the authors argue that exploration and exploitation have curvilinear effects on new product development performance due to external environmental factors.

The paper is based on a questionnaire survey/analysis of a sample of 289 firms in China.

Consistent with the two perspectives mentioned above, the curvilinear link between competence exploration and new product performance was negatively moderated by environmental dynamism but positively moderated by environmental competitiveness. In contrast, the non‐linear effect of competence exploitation on new product performance was positively moderated by environmental dynamism but negatively moderated by environmental competitiveness.

The exploration and exploitation‐performance link emerges as more complex than previous research has shown. The results indicate the need for simultaneous consideration of environmental dynamism and competitiveness as moderators in the discourse on the curvilinear effects of exploration and exploitation on new product performance.

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

By integrating the resource management perspective and the optimal distinctiveness perspective, the purpose of this paper is to explain how firms configure their managerial ties and competences to identify entrepreneurial opportunities.

Using survey data collected from 238 firms in a transition economy, this paper tests a model of firms’ exploration and exploitation competences under which managerial ties promote or constrain opportunity discovery.

The paper finds that managerial ties are positively related to opportunity discovery. More importantly, competence exploration strengthens the impact of business ties on opportunity discovery, whereas it weakens the impact of political ties. On the contrary, competence exploitation strengthens the effect of political ties on opportunity discovery, whereas it weakens the impact of business ties.

First, the findings enrich the social network perspective of opportunity recognition by linking managerial social ties to opportunity discovery in the context of a transition economy. Second, this paper adds to current understanding of the resource management perspective and the optimal distinctiveness perspective by exploring the fit between different managerial ties (business ties vs political ties) and different competences (exploration vs exploitation) in contributing to opportunity discovery.

This papers aims to deal with enterprise networks and clusters dynamics, as well as inter‐firm joint efforts and collaborations, in order to study their evolution and possible effects when radical innovation occurs inside them.

In order to study these dynamics, with the optimal balancing among different strategies and the importance of exogenous parameters in cluster creation, a model is presented. It follows the agent‐based paradigm, particularly suited for describing complex social systems in which many parts interact among them. This allows one to create simulations of the studied system, and to test different hypotheses. Besides, it is the only paradigm in which the emergent features of complex systems can arise spontaneously, thanks to the bottom‐up design. A model is introduced and described in detail.

Qualitative results are described, reflecting current state‐of‐the art theories. The results show how clusters emerge and evolve among enterprises, and how radical innovation can trigger this phenomenon. Different managerial behaviour (externally or internally focused) is discussed as well.

The most important feature of a model based on agent is the possibility of repeating the experiment several times, by changing one or few variables at a time, by leaving the others unchanged. It constitutes for social sciences the equivalent of lab experiments for such disciplines as physics or chemistry. The presented model allows the study of different clustering scenarios, by changing the initial conditions.

The purpose of this paper is to understand the impact of dynamic capabilities (DC) (in the view of exploration and exploitation) on competitiveness and performance, considering the mediating role the innovation capability (IC) and branding capabilities (BC)on competitive advantage and firm’s performance and the moderating role of entrepreneurial orientation (EO).

This investigation proposes a theoretical model tested using structural equation modelling (SEM). Multi-group analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between DC and innovation variable. For this study, 387 valid questionnaires were collected from a sample of Portugal SME’ firms. A 90-item questionnaire which consists to study the relationships among all the variables.

The results show that exists a positive direct and indirect influence of DC on competitive advantage and performance variables and mediating impact the IC and BC.

This study has some methodological limitations affecting its potential contributions. As a cross-sectional study that captures one image in time, its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Some variables, such as ICs, may play a different role in other countries. Future research should initially target different countries. Such research could then test the generalizability of the results.

This study has important implications for the managers. It highlights the necessity of firms to develop superior strategic orientation of all their members and to invest in better resources and consequently superior capabilities as a way of achieving high levels of firm performance. Another implication from the study is that the firms should develop their marketing programs by focusing on developing innovativeness.

This study contributes to the understanding of the indirect and direct impact of exploration and exploitation variables, and the mediating role of ICs and BC on the competitive advantage and performance and the moderating effect of EO.

This paper seeks to assess the importance of absorptive capacity and organizational memory in the process of internal exploitation for a higher organizational performance, and to develop an empirical framework to explain the effect of a firm's memory and its absorptive capacity on exploitation of internal resources and capabilities to generate incremental innovations and thereby improve firm performance.

Structural equation modeling was used to check the research hypotheses with a sample of 249 Spanish industrial companies.

The results show that organizational absorptive capacity and the firm's old knowledge positively affect exploitation of existing opportunities. In relation to the interaction between internal exploitation and firm performance, the results show a positive and significant effect. Finally, support was found for the hypothesis that there is a mediator effect of incremental innovation on the relationship between exploitation and organizational performance.

Self‐reporting by the CEOs may be the most significant limitation since a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross‐sectional design of the research that does not allow observation of the short‐ and long‐term impact of the relationships among the variables; future research should use longitudinal studies. The study was also conducted in a specific national context with manufacturing firms.

Competence exploitation has been argued to be less costly, highly rewarding and less risky that other orientations such as competence exploration. One of the main implications for managers is to assume that both absorptive capacity and organizational memory should be considered in parallel when conducting competence exploitation. The analysis sheds new light on the importance of incremental innovation in the process of enhancing performance.

This paper studies some insufficiently investigated relationships concerning important managerial factors. It also presents a new model attempting to participate in the scientific debate about crucial issues such as the factors that can affect performance generation within the company.

Shifting demand and ever-shorter production cycles pressure manufacturing flexibility. Although the literature has established the positive effect of the firm's absorptive capacity on manufacturing flexibility, the separate role of the innovation competencies of exploitation and exploration in such a relationship is still under-investigated. In this study, the authors examine how these competencies affect manufacturing flexibility.

The authors use survey data from 370 manufacturing firms and analyze them using covariance-based structural equation modeling (CB–SEM).

The results indicate that absorptive capacity has a strong, positive and direct effect on exploitative and exploratory innovation competencies, proactive and responsive market orientations, and manufacturing flexibility. The authors’ findings also demonstrate that the exploitative innovation competencies mediate the relation between responsive market orientation and manufacturing flexibility. Essentially, these exploitative innovation competencies produce a direct positive effect on manufacturing flexibility while simultaneously being a vehicle for absorptive capacity's indirect effects on it. An exploration innovation strategy does not significantly affect manufacturing flexibility.

This study contributes by combining key strategic features of firms with manufacturing flexibility, while providing new empirical evidence of the mediation of the exploitative innovation competencies in the relation between responsive market orientation and manufacturing flexibility.

The purpose of this paper is to analyse the role of quality management on the development of organisational exploration.

Partial Least Square was used on a sample of 350 companies within the Spanish organic agro-food industry.

The study results provide empirical evidence of the positive and significant impact that quality management has on the development of organisational exploration.

Causal relationships cannot be applied to this study due to cross-sectional data being used rather than longitudinal data.

Quality management must be considered by managers an essential tool to the development of organisational exploration. As a systematic approach, that moves towards to the development of policies, attitudes and behaviours which foster and boots the development of organisational exploration.

Quality management is a widely used management approach, which organisations use to improve the quality of their products, services and their overall performance. Organisational exploration is seen as a fundamental tool to ensure sustainability, profitability and the future survival of organisations; however, there is disagreement throughout previous research. Some authors point out the importance of quality management in developing activities that promote organisational exploration, whereas other authors see quality management as an inhibitor. Given the great controversy in previous research, our study clarifies the role of quality management in the development of organisational exploration.

This study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.

This investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.

The results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.

This study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.

To fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performance

This paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.