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Article
Publication date: 6 February 2017

Yu Gao, Yao Li, Maoyong Cheng and Genfu Feng

This paper aims to investigate the curvilinear effects of firms’ market learning on radical innovation and the moderation effects of the focal firms’ horizontal ties and…

Abstract

Purpose

This paper aims to investigate the curvilinear effects of firms’ market learning on radical innovation and the moderation effects of the focal firms’ horizontal ties and vertical ties.

Design/methodology/approach

This study uses regression analysis with the survey data from 303 Chinese firms.

Findings

Explorative/exploitative market learning has an inverted U-shaped/U-shaped effect on radical innovation. The effects of explorative market learning on radical innovation increase when firms have strong horizontal ties, but decrease when firms have strong vertical ties. The opposite is true for the effects of exploitative market learning.

Research limitations/implications

This study uses unilateral data to examine the moderation effects of the focal firms’ vertical and horizontal ties on the market learning-radical innovation links. Future research that conducted in the dyadic-paradigm would be preferable to test the generalizability of this research and address the potential changes.

Originality/value

The value of the current study centers on its integrated framework that incorporates organizational learning theory and the social network perspective to account for radical innovation. The integrative view helps us to interpret the curvilinear effects of market learning on radical innovation and outlines the moderation mechanisms of horizontal ties and vertical ties.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 9 July 2021

Henry F.L. Chung and Mia Hsiao-Wen Ho

This study aims to examine the effects of international competitive strategies, i.e. cost leadership and differentiation, on export (market share and strategic…

Abstract

Purpose

This study aims to examine the effects of international competitive strategies, i.e. cost leadership and differentiation, on export (market share and strategic) performance. This study further explores the roles of exploitative and exploratory organizational learning in the relationships between international competitive strategies and export performances. To fill research gaps, this study intends to provide guidance on how varied exploitative/exploratory organizational learning and cost leadership/differentiation strategy combinations would affect export performance. The outcomes of this study provide a new match and mis-match conceptualization to extant international competitive strategy and organizational learning literature.

Design/methodology/approach

This study selected New Zealand (NZ) exporting as the research setting because exporting plays such a vital role in NZ’s economy and NZ exporting firms have long been highly competitive in international markets (e.g. meat and dairy exporters), with the primary data collected through surveys conducted in 2010 and 2013. This study adopted a three-year lagged performance approach.

Findings

Cost leadership strategy has a positive effect on market share performance. This effect is enhanced by exploitative learning but dampened by exploratory learning. Cost leadership also has a positive effect on strategic performance, which is not affected by exploitative and exploratory learning. Differentiation strategy bears no relation to market share and strategic performance, even allowing for exploitative and exploratory learning. Collectively, the contingent role of organizational learning in the international competitive strategies and export performance framework is far more comprehensive than was expected.

Research limitations/implications

This study reveals that a match between cost leadership strategy and exploitative learning may result in a superior market share. The configuration of differentiation strategy and exploitative learning and the integration of cost leadership strategy and exploratory learning are suggested as mis-matches, as these combinations would not lead to any significant and positive market share and strategic performance. Unexpectedly, the co-alliance of differentiation strategy and explorative learning is not suggested as a match, as it does not result in a superior market share and strategic performance. This latter outcome suggests that the differentiation strategy-export performance link may be stimulated by other moderating factors (e.g. business managerial ties).

Practical implications

While choosing an appropriate international competitive strategy, managers may use cost leadership over differentiation strategy to achieve successful export performance in both the market share and strategic perspectives. Export managers focusing on cost leadership strategy may further implement exploitative learning instead of explorative learning, when market share is vital. Meanwhile, they may note that explorative learning may not have a moderating effect on enhancing strategic performance through cost leadership. These points signify that exploitation of existing knowledge may be more effective than exploration of new knowledge for market share expansion when cost leadership strategy is devoted to exporting activities. Differentiation strategy, however, does not influence market share and strategic performance in exporting, even with an alignment of exploitative/exploratory learning. Managers are urged to pay attention to the mis-match of differentiation strategy and organizational learning when market share and strategic performance are the priorities in export performance evaluation.

Originality/value

This study contributes to the organizational learning literature by providing a new match and mis-match conceptualization relating to international competitive strategy and export performance. The new framework provides directions on when firms should use organizational learning to enhance their competitive strategies (a match scenario) and when they should not use it (a mis-match scenario). This study broadens the existing research that has mainly focused on alignment combinations such as organizational learning-internationalization strategy and organizational learning-social network.

Article
Publication date: 7 September 2020

Jorge Ferreira, Arnaldo Coelho and Luiz Moutinho

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…

1781

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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

Details

Management Decision, vol. 59 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 13 April 2015

Olimpia C. Racela

The purpose of this paper is to identify firm groups pursuing different configurations of customer-, entrepreneurial-, and information technology (IT) orientation and to…

Abstract

Purpose

The purpose of this paper is to identify firm groups pursuing different configurations of customer-, entrepreneurial-, and information technology (IT) orientation and to compare their new product development (NPD) capability and NPD performance.

Design/methodology/approach

Hierarchical cluster analysis was used on the sample of 156 firms on the basis of their mix of customer-, entrepreneurial-, and IT- orientation. Then, analysis of variance was used to compare the groups’ NPD capability (NPDCAP), NPD process efficiency (NPDPROC), new product effectiveness (NPEFF), and new product financial performance (NPPERF).

Findings

Of the seven strategy configurations posited, four emerge and two unexpected configurations are revealed. Overall, firms simultaneously pursuing multiple strategic orientations have higher NPDCAP, NPEFF, and NPPERF. Interestingly, all six strategy groups have equally low levels of NPDPROC.

Practical implications

To enhance NPDCAP and NPD performance, managers should consider more complex strategy configurations that act in complementary ways, in particular, customer-orientation complemented by either entrepreneurial- and/or IT-orientation. Moreover, more attention is needed to improving NPDPROC, as achieving gains in this area would contribute positively to firm performance.

Originality/value

This study presents initial evidence that, at least for firms in Thailand, resources must be configured by pursuing several strategic orientations simultaneously to enhance their dynamic capabilities in NPD, a strategic issue that has not been given much attention in previous literature.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 27 no. 2
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 4 September 2017

Naser Valaei, Sajad Rezaei and Maryam Emami

The purpose of this paper is to examine the structural relationships among explorative learning strategy, improvisational creativity, compositional creativity, and…

1297

Abstract

Purpose

The purpose of this paper is to examine the structural relationships among explorative learning strategy, improvisational creativity, compositional creativity, and innovation in information and communication technology small- and medium-sized enterprises (ICT-SMEs).

Design/methodology/approach

In total, 213 valid questionnaires from SMEs’ top management positions were evaluated to investigate the proposed model of the research empirically. As a methodological approach, partial least square (PLS) path modeling approach, a variance-based structural equation modeling was employed.

Findings

The statistical results imply that explorative learning has a positive impact on improvisational creativity and innovation while improvisational creativity has a positive influence on compositional creativity and innovation as well. Compositional creativity and innovation are also positively associated. Surprisingly, improvisational creativity mediates the relationship between explorative learning and innovation. Furthermore, PLS-multi group analysis reveals that heterogeneity exists in the collected data and number of employees is a moderating variable. The results of the research indicate that companies with number of employees between 51 and 100 are more creative and innovative in comparison with other groups. On the other hand, the positive relationship between explorative learning and compositional creativity was not supported in this research.

Originality/value

This study is one of the few research works in the realm of examining the structural relationship among explorative learning strategy, improvisational creativity, compositional creativity, and innovation in ICT-SMEs, regarding the number of employees as a moderating variable.

Details

Business Process Management Journal, vol. 23 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 29 November 2019

Saba Khalid

This study aims to examine the moderating effects of entrepreneurial orientation (EO) on the relationship of exploitation and exploration strategies with export…

Abstract

Purpose

This study aims to examine the moderating effects of entrepreneurial orientation (EO) on the relationship of exploitation and exploration strategies with export performance. Drawing on the current literature, this conceptual paper develops a framework that first links the exploitative and explorative strategies with the export performance. Later, propositions are developed to indicate different combinations of individual dimensions of EO as moderating factors to this relationship.

Design/methodology/approach

This is a conceptual paper which builds on prior conceptual and empirical management research.

Findings

The preliminary conceptual findings suggest that the exploitative strategy is valuable in the short run after new entry, while explorative strategy is significant in the long run only after new entry. For the moderating effects, a combination of high innovation, high proactiveness and high risk-taking may positively influence both the strategies with export performance. While low innovativeness but high proactiveness and high risk-taking is assumed to positively moderate the exploitative strategy and export performance relationship, a negative moderating role is seen for explorative strategy and export performance. Similarly, high innovativeness but low risk-taking and low proactiveness will negatively moderate the relationship between exploitative/explorative strategy and export performance.

Originality/value

The current literature warrants research on this topic. For example, literature lacks studies regarding a better understanding of the impact of export market exploitation and exploration on export performance. Further, the impact of EO on performance is well acknowledged in the literature, but their relative influence on the performance of exporting firms remains inconclusive.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 22 no. 1
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 5 October 2018

Feng-Hsu Liu and Lu-Jui Chen

Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages…

Abstract

Purpose

Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages. This study aims to explore the competence-based marketing capabilities of suppliers based on competence-based marketing view. It integrates resource-based theory and resource dependence theory to conduct a detailed evaluation of the impact of competence-based marketing capabilities on collaboration development, which is classified as either exploitative or explorative collaboration between buyers and suppliers.

Design/methodology/approach

The partial least squares method was used to analyse and find direct support for the authors’ hypotheses based on cross-sectional data from a sample of 116 Taiwanese OEM suppliers.

Findings

The results find no support as recent arguments that the marketing of competence would directly affect collaborative relationships in a buyer–supplier relationship. The two mediating roles of relative attention from buyers and relationship learning with buyers were confirmed. The empirical findings indicated that relative attention from buyers partially mediates the relationship between competence-based marketing capabilities and exploitative collaboration development, while relationship learning completely mediates the relationship between competence-based marketing capabilities and two-pronged collaboration development.

Originality/value

This study provides a thorough examination of competence-based marketing capabilities, which have attracted substantial attention from business scholars but empirical research investigating and discussing how suppliers develop new collaborations with buyers is lacking.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 2 April 2019

Yu-Shan Su and Wim Vanhaverbeke

Boundary-spanning exploration through establishing alliances is an effective strategy to explore technologies beyond local search in innovating firms. The purpose of this…

Abstract

Purpose

Boundary-spanning exploration through establishing alliances is an effective strategy to explore technologies beyond local search in innovating firms. The purpose of this paper is to argue that it is useful to make a distinction in boundary-spanning exploration between what a firm learns from its alliance partners (explorative learning from partners (ELP)) and what it learns from other organisations (explorative learning from non-partners (ELN)).

Design/methodology/approach

The authors contend that alliances play a role in both types of exploration. More specifically, the authors discern three types of alliances (inside ties, clique-spanning ties and outside ties) based on their role vis-à-vis existing alliance cliques. Clique members are highly embedded, and breaking out of the cliques through clique-spanning and outside alliances is crucial to improving explorative learning. Thereafter, the authors claim that clique-spanning ties and outside ties have a different effect on ELN and ELP.

Findings

The empirical analysis of the “application specific integrated circuits” industry indicates that inside ties have negligible effects on both types of explorative learning. Clique-spanning ties have a positive effect on ELP, but not on ELN. The reverse is true for outside ties. The results show that research on explorative learning should devote greater attention to the various roles alliance partners and types of alliances play in advancing technological exploration.

Originality/value

The literature only emphasises the learning from partners, focussing mainly on accessing their technology. In sum, alliance partners play different roles in exploration, and their network position influences the role they are able to play.

Article
Publication date: 14 August 2017

Donghan Wang, Hai Guo and Lu Liu

The purpose of this paper is to address the following question: how managerial ties impact firm business model innovation (BMI) in the context of transition economies.

Abstract

Purpose

The purpose of this paper is to address the following question: how managerial ties impact firm business model innovation (BMI) in the context of transition economies.

Design/methodology/approach

The authors present a conceptual model that links managerial ties, organizational learning (explorative and exploitative learning), opportunity recognition and BMI together.

Findings

This study finds that managerial ties take effect through two paths: one direct path and one indirect path. First, managerial ties can impact BMI directly through exploitative and explorative learning. Second, managerial ties can impact BMI indirectly through explorative learning and opportunity recognition.

Practical implications

First, firm managers from transition economies should learn to reinvent their business models by taking full advantage of managerial ties. Second, firm managers should take appropriate actions to transfer managerial ties into BMI.

Originality/value

This study contributes to existing literature in two major ways. First, this study enriches literature on the antecedents to BMI from a social network perspective. Second, this study opens the “black box” between managerial ties and BMI in the context of transition economies.

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 29 July 2022

Talat Islam and Saba Munir

The purpose of this study is to investigate the impact of strategic entrepreneurship on explorative and exploitative innovation in the presence of strategic learning

Abstract

Purpose

The purpose of this study is to investigate the impact of strategic entrepreneurship on explorative and exploitative innovation in the presence of strategic learning capabilities. This study has also explored the moderating role of structural organicity between strategic entrepreneurship and strategic learning capabilities.

Design/methodology/approach

A total of 298 employees working in software houses of Pakistan participated in the study. The study used a questionnaire-based survey through “google forms” on convenience basis, and structural equation modeling was used to test the hypotheses.

Findings

The results supported the positive association of strategic entrepreneurship with explorative and exploitative dimensions of innovation. Further, strategic learning capabilities was noted to mediate the association between strategic entrepreneurship and explorative innovation; however, it did not mediate the association between strategic entrepreneurship and exploitative innovation. Finally, the study examined the moderating role of structural organicity and noted a higher positive impact of strategic entrepreneurship on learning capabilities in the case of high structural organicity.

Research limitations/implications

The study collected data from a developing country during COVID-19, which may affect generalizability. The study suggests management to work on employees’ learning capabilities to cultivate the benefits of explorative innovation.

Originality/value

This study explores the mediating role of strategic learning capabilities between strategic entrepreneurship and innovation ambidexterity. In addition, it explores the conditional effect of structural organicity to trigger strategic learning capabilities.

Details

Journal of Workplace Learning, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1366-5626

Keywords

1 – 10 of over 4000