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1 – 10 of over 9000Margaret L. Sheng and Saide Saide
This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B…
Abstract
Purpose
This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.
Design/methodology/approach
The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.
Findings
The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).
Practical implications
Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.
Originality/value
This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.
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Daniele Binci, Corrado Cerruti, Giorgia Masili and Cristina Paternoster
The purpose of this study is to explore the agile project management (APM) approach through the contextual ambidextrous lens by overcoming the traditional perspective that…
Abstract
Purpose
The purpose of this study is to explore the agile project management (APM) approach through the contextual ambidextrous lens by overcoming the traditional perspective that separates projects within the opposite planned-exploitation- and emergent-exploration-oriented forms.
Design/methodology/approach
This study uses a grounded approach to five different agile-oriented companies for discovering how agile adoption shows both emergent (exploration-oriented) and planned (exploitation-oriented) tensions in a perspective that connects, rather than separates, them.
Findings
This study discovers five main categories, namely, approach, objectives, boundaries, leadership and feedback, that capture the tensions between planned and emergent issues of agile projects. The identified variables interact with different intervening conditions of the APM attributes (i.e. road map, product backlog, team backlog and solution delivery), activating different response actions (“exploitation embedded in exploration” and vice-versa), requiring, as a consequence, the need for contextual ambidexterity.
Research limitations/implications
This study identifies different implications based on real project contexts, as the importance of a more complete picture of the APM approach, which also considers the combination of planned and emergent aspects of projects and, as consequence, the needs for dual capacities (T-shaped skills) both at project management and team levels.
Practical implications
This study identifies, in real project contexts, the relevance of integration between the corporate level and the agile project team. This implies the search for constant dialogue, with feedback exchange spread across all levels, also enabled by an integrated leadership approach.
Originality/value
This study highlights agile tensions in a real-world project context by describing how APM connects both explorative and exploitative aspects of change within the same APM initiative, in order to manage such tensions, which differs from previous studies that consider APM in alternation with a linear project management approach as stage-gate.
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The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of…
Abstract
Purpose
The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of exploration, and the interaction effect of exploitation and exploration on organizational longevity.
Design/methodology/approach
This study employs Cox Proportional Hazard Model in analyzing 20-year data from the hard disk drive industry.
Findings
Exploitation, independent of exploration, has a positive impact on organizational longevity. Exploration, independent of exploitation, has a curvilinear impact on organizational longevity. Jointly, exploitation weakens the curvilinear relationship between exploration and organizational longevity.
Research limitations/implications
This study challenges the dualistic view that exploitation is for “current viability” and exploration is for “future viability.” It suggests that firms need to actively engage in (instead of compromise) both exploitation and exploration in order to prolong their lifespan despite the counter force triggered by the negative dynamics between exploitation and exploration.
Practical implications
In order to prolong organizational longevity, firms need to fully engage in (but not compromise) their existing product-market domains, actively explore (but not over-explore) their new product-market domain, and to embrace (but not avoid) the tension between exploitation and exploration.
Originality/value
This study is one of the few that systematically and empirically examined the longevity implications of exploitation and exploration. It adds specificity and precision to the understanding of how exploitation and exploration, independently and jointly, affect organizational longevity.
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The purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and…
Abstract
Purpose
The purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and organizational learning, since James March published his seminal paper in 1991. The goal of the paper is to provide a synthesis of exploration and exploitation based on the two areas of literature.
Design/methodology/approach
The study is conceptual and no empirical data have been used.
Findings
The study advances current understanding of exploration and exploitation by building a new model for organizational ambidexterity that takes into account multiple levels of learning, perspectives from absorptive capacity and inter-organizational learning.
Originality/value
The study’s novelty lies in the creation and discussion of a synthesis of exploration and exploitation stemming from organizational ambidexterity and organizational learning.
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Lixun Su, Annie Peng Cui, Saeed Samiee and Shaoming Zou
This study aims to examine how international small and medium-sized enterprises (ISMEs) improve adaptive marketing capabilities (AMCs) through exploration, exploitation and…
Abstract
Purpose
This study aims to examine how international small and medium-sized enterprises (ISMEs) improve adaptive marketing capabilities (AMCs) through exploration, exploitation and ambidexterity (EEA) and thereby increase exporting performance. In addition, the present study attempts to examine conditions under which EEA can more effectively improve AMCs.
Design/methodology/approach
The theoretical model was tested by using survey data collected from 119 ISMEs based in the U.S. Partial least squares structural equation modeling was deployed to analyze the data.
Findings
The results show that exploration increases ISMEs’ performance through improving AMCs while ambidexterity reduces ISMEs’ performance through weakening AMCs. However, the negative influence of ambidexterity on AMCs attenuates in a dissimilar host country where ISMEs can conveniently learn new information. Finally, when ISMEs pursue exploitation in an either similar or dissimilar host country, their AMCs do not improve.
Research limitations/implications
We provide empirical evidence of SMEs increasing AMCs and firm performance via EEA within the context of exporting. However, we did not collect objective financial performance of ISMEs.
Practical implications
Our findings provide guidance for ISMEs’ marketing managers to build AMCs by learning something new. Moreover, the findings help ISMEs effectively identify and select the most appropriate international marketing strategy depending on the similarity between host and home countries.
Originality/value
Our findings contribute to the literature by explicating how ISMEs can heighten marketing capability to build competitive advantages in global markets through exploration. However, ISMEs should be cautious when pursuing ambidexterity, which may weaken AMCs and finally decrease firm performance. In addition, we identify external factors that influence effectiveness of EEA in building AMCs. By doing so, the findings help ISMEs understand how to increase AMCs so as to improve competencies in fast-changing global markets.
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Dehong Li, Jun Lin, Wentian Cui and Yanjun Qian
This study aims to clarify the effect of team effort allocation between knowledge exploration and exploitation on the generation of extremely good or poor innovations. The…
Abstract
Purpose
This study aims to clarify the effect of team effort allocation between knowledge exploration and exploitation on the generation of extremely good or poor innovations. The influence of previous collaborative experience among team members on the effect of team effort allocation is also investigated to understand the relationship between team members’ collaboration networks and knowledge learning.
Design/methodology/approach
This study uses data of all patents granted by the US Patent and Trademark Office between 1984 and 2010. The inventors involved in a patent are regarded as members of the focal team. Logistic regression is used to analyze the data.
Findings
Allocating greater effort to exploration than to exploitation is beneficial to achieving breakthrough innovations despite the risk of generating particularly poor innovations. This benefit increases with collaborative experience among team members. Placing an equal emphasis on knowledge exploration and exploitation is not particularly effective in achieving breakthrough innovations; it is, however, the best strategy for avoiding particularly poor innovations.
Originality/value
This research not only provides valuable insights for research on innovation and knowledge management by studying the team effort allocation strategy used to achieve breakthroughs and avoid particularly poor innovations but also represents an advancement in bridging two streams of research – knowledge learning and social networks – by highlighting the influence of the team members’ collaborative networks on the effect of team effort allocation between knowledge exploration and exploitation.
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The purpose of this paper is to define co-exploitation, co-exploration, and alliance ambidexterity from the perspective of organizational learning; to analyze how knowledge bases…
Abstract
Purpose
The purpose of this paper is to define co-exploitation, co-exploration, and alliance ambidexterity from the perspective of organizational learning; to analyze how knowledge bases, structural arrangements, and control mechanisms of R&D alliances influence co-exploitation and co-exploration; and to discuss how to achieve alliance ambidexterity by managing paradoxes around knowledge bases, structural arrangements, and control mechanisms.
Design/methodology/approach
This is a conceptual paper focussing on how to balance exploitation and exploration at the alliance level through managing three paradoxes of cooperation: similarity vs complementarity, integration vs modularity, and contracts vs trust.
Findings
While technological similarity, structural integration, and contracts are more likely to promote co-exploitation, technological complementarity, structural modularity, and trust are more likely to facilitate co-exploration. Alliance ambidexterity, which is beneficial for alliance performance, derives from either the combination of technological complementarity, structural integration, and contracts, or the combination of technological similarity, structural modularity, and trust temporally.
Research limitations/implications
Researchers should analyze the possibility of building alliance ambidexterity in other types of interorganizational relationships, and find other possible antecedents of interorganizational learning.
Practical implications
Managers should not simply treat R&D alliances as one of exploratory interorganizational relationships, but pay equal attention to co-exploitation and co-exploration. To achieve this balance, practitioners should combine technological complementarity with structural integration and contracts, or integrate technological similarity with structural modularity and trust.
Originality/value
This paper is one of the first contributions that analyze how an R&D alliance could gain its ambidexterity through the management of nested cooperation paradoxes.
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The central concern of organizational learning and corporate strategy has, in recent decades, focused on the rational choice and appropriate balance between exploration and…
Abstract
Purpose
The central concern of organizational learning and corporate strategy has, in recent decades, focused on the rational choice and appropriate balance between exploration and exploitation. Dividing mergers and acquisitions (M&As) into related and unrelated M&As, this study applies the exploration vs exploitation construct to examine how different M&A strategies affect exploration and exploitation of the combined firm, how post-acquisition integration affects exploration and exploitation of the combined firm, and how organizational ambidexterity affects post-acquisition performance. The paper aims to discuss these issues.
Design/methodology/approach
Organizational and industry level data were drawn from the top 1,000 Taiwanese electronic and computer firms reported by 2009 China Credit Information Service, an authorized credit-rating company in Taiwan. The companies are classified into four industries: computer and associated equipments manufacturing (SICs 271x, 274x, 276x); integrated circuits (SIC 261x), opto-electronics and telecommunication (SICs 264x, 272x, 277x) and electronic components (SICs 262x, 263x, 264x, 269x, 275x). Questionnaires were distributed to general managers of the top 1,000 electronics companies.
Findings
This investigation of Taiwanese electronic and computer firms revealed that related acquisitions with high degrees of acquisition integration positively affect the combined firm's exploitation; unrelated acquisitions with high degrees of R&D expenditure and acquisition experience positively affect the combined firm's exploration. The firm's ability of simultaneously pursuing exploitation and exploration positively affects its post-acquisition performance.
Originality/value
The contribution of this study is to understand how acquisitions influence exploitation and exploration. With regard to the relationship between acquisition and exploitation/exploration, this study finds that unrelated acquisitions enhance exploration, whereas related acquisitions enhance exploitation.
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Per Erik Eriksson and Henrik Szentes
Prior studies highlight the importance of building ambidextrous capabilities to achieve both exploitation of current knowledge and technologies to make profits today, and…
Abstract
Purpose
Prior studies highlight the importance of building ambidextrous capabilities to achieve both exploitation of current knowledge and technologies to make profits today, and exploration of new knowledge and technologies to adapt to and prepare for tomorrow’s demands. In spite of its theoretical and practical importance, research on organizational ambidexterity in project-based organizations is scarce. Thus, the purpose of the paper is to study how ambidexterity may be managed and how exploration and exploitation may be achieved in construction projects. The research identifies some drivers and barriers to exploration and exploitation and also sheds light on how various management approaches interact and affect exploration and exploitation activities.
Design/methodology/approach
The empirical material is drawn from 40 semi-structured interviews with managers representing the client, the contractor and the designer involved in each of the seven large construction projects in the sample.
Findings
In contrast to prior literature in high-tech industries where exploitation focuses on continuous development, exploitation in construction projects often involves adopting conventional methods and solutions based on existing knowledge without any development efforts at all. This may enhance short-term efficiency and lower risk at the project level but increase risk at the firm level. Tight time schedules hinder both radical innovations and incremental developments, and the findings also reveal that to invest in efforts on explorative solutions, it must be possible to exploit the solutions in the same project.
Research limitations/implications
In this empirical context, the traditional structural and sequential ambidexterity solutions are not sufficient. In construction projects, contextual ambidexterity solutions in which key project actors collaborate in developing systemic innovations and fine-tuning solutions across projects are more effective.
Practical implications
Sufficient project size and/or long-term contracts over a series of projects enhance both investments in explorative activities and exploitation through continuous developments from project to project. In design–bid–build contracts, the client and consultant often miss opportunities to explore new technical solutions that rely on contractor competencies. Early procurement of contractors (e.g. in collaborative design–build contracts) thereby enables the achievement of both exploration and exploitation.
Originality/value
This study provides important input to the authors’ understanding of how exploration and exploitation may be managed in project-based industries, which has been scarcely studied in previous ambidexterity literature.
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The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational…
Abstract
Purpose
The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process.
Design/methodology/approach
Based on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning.
Findings
The propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning.
Research limitations/implications
The propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning.
Originality/value
This paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.
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