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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.

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

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.

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.

This study aims to explore how the co-created value arising from integrated solutions results in both, intended and spill-over effects.

The research uses a qualitative multi-level field study, with data from 12 respondents in 1 supplier firm and 29 respondents from 10 buying firms.

The resulting propositions suggest that co-created value developed through exploitative and emerging strategies, each may lead to both higher intended and spill-over effects. However, it appears that exploitative strategies are more effective in returning intended effects, whereas emerging strategies lead to higher spill-over effects.

The results are exploratory, obtained from a limited number of buyer companies. Concerns of external validity were traded off against opportunities to gain insights into a poorly understood phenomenon.

The paper contributes to the existing value co-creation literature by offering insights from integrated solutions, associated with the development of buyer and seller relationships. The resulting propositions suggest that co-created value developed through both exploitative and emerging strategies may each lead to both higher intended and spill-over effects. However, it appears that exploitative strategies are more effective in returning intended effects, whereas emerging strategies lead to higher spill-over effects.

This paper aims to examine whether balancing exploration and exploitation rather than emphasizing one over the other leads to better performance. This study also examines the effects of different kinds of external collaboration on a firm’s performance in relation to the firm’s current innovative direction that shows firms’ internal weighting of exploration or exploitation.

Data on Korean manufacturing firms collected from the Korean Innovation Survey were used to test the hypotheses. This study suggested the concept of innovative direction (θ) to examine current innovation capabilities about how much the firms focused on exploration or exploitation. The directionality of exploration or exploitation has not been reflected in previous measures of ambidexterity. Factor analysis and hierarchical regression were used to test hypotheses.

The findings suggest that balancing exploration and exploitation is beneficial for a firm’s performance, and explorative collaboration is more beneficial for firms internally emphasizing exploitation. However, it showed that for exploration-oriented firms, exploitative collaboration does not supplement exploitative activities.

Inter-organizational collaboration helps to develop ambidexterity that leads to better performance. Because inter-organizational collaboration involves substantial costs and is time-consuming, selecting and maintaining partners has to be conducted carefully. Based on the currently pursuing innovative directions, firms can make more appropriate decision for finding external cooperative partners with much of efficiency. When firms find collaborative partners, it is the first thing to look inside themselves.

Previous studies mainly focused on the selection and balance of the partnership between exploration and exploitation without considering the role of an internal innovative strategy firms are currently pursuing. Identifying firms’ current states and finding partners that can supplement any deficiencies provides the most efficient option for the ambidextrous organization. Consideration of inter-organizational collaborations based on the analysis of internal conditions will be fruitful for the study of ambidexterity.

This paper sets out, first, to integrate HR strategies into knowledge management (KM) systems; second, to examine the type of HR strategies to be pursued and third, it looks at the probable behaviour effects of such a strategy in the creation, distribution and use of knowledge.

The paper discusses recent literature on the link between KM and human resource management (HRM).

The HRM strategy and the general strategy of a firm make up the general KM strategies. Two were identified in this paper: exploitative strategy and explorative strategy. Both strategies have behaviour effects, which have some impact on the KM process. Thus, the exploitative strategy will put greater emphasis on knowledge storage, technical skills, as well as distributing explicit knowledge via IT solutions. This increases the risk that firms adopting such strategy will be locked into past design and to be unable to reach for future applications. Explorative strategy places greater weight on knowledge creation, as well as on human interaction to transfer tacit knowledge and use knowledge to increase innovation and new learning. Firms adopting such strategy tend to lack structure and processes to utilise the innovations into competitive advantages.

The analysis of the paper is based on literature review, therefore the concepts developed in the paper need empirical testing.

This paper attempts to integrate HRM into KM systems.

The purpose of this paper is to analyze firms and employees’ strategies in illegitimate institutional contexts in which non-governmental armed groups enforce illegitimate activities in firms and civil society. The aim is to recognize employees as key and effective players in implementing ambidextrous organizational and human resource management (HRM) strategies. We know little regarding employee norms and behaviors in complying with global market standards while surviving in environments characterized by high levels of civil violence and crime.

This paper presents an explorative, qualitative study based on 65 semi-structured interviews and conversations with employees in Colombia and Mexico over four years.

The findings of this paper indicate that the presence of non-governmental armed groups forces firms, HR departments and front-line managers to strategically exploit security measures inspired by employees’ informal institutions to protect firm assets while implementing innovative exploration strategies to improve employee work conditions, survive in unsafe environments and remain internationally competitive.

The findings suggest that organization, HRM and employee ambidexterity are organizational advantages in illegitimate institutional contexts. This study contributes to the literature linking ambidexterity and institutional theory by emphasizing informal institutions when examining employment relationships in unsafe environments.

o objetivo deste trabalho é fazer uma análise das estratégias de empresas e empregados em contextos institucionais ilegítimos onde grupos armados afetam empresas e sociedade civil através da implementação de atividades fora da lei. O objetivo é reconhecer aos empregados como funcionários-chave e efetivos na implementação de estratégias de ambidestria organizacional e da gestão de recursos humanos (HRM). Conhecemos poucas informações sobre as políticas, estratégias, práticas e comportamentos dos funcionários para cumprir com os padrões globais, as suas responsabilidades e funções no cargo, enquanto procuram sobreviver em simultâneo em contextos que têm um alto nível de violência e criminalidade contra a população.

Este artigo apresenta um estudo exploratório sob uma abordagem qualitativa com base em 65 entrevistas semiestruturadas e conversas com funcionários na Colômbia e no México ao longo de um período de quatro anos.

Nossas descobertas indicam que os grupos armados não governamentais têm forçado organizações, setores de recursos humanos e gerentes da linha de frente a explorar estrategicamente medidas de segurança inspiradas nas instituições informais para proteger os ativos da empresa. Além disso, as empresas têm adotado estratégias exploratórias inovadoras para melhorar as condições de trabalho dos funcionários, lidar e sobreviver em ambientes de risco e continuar sendo competitivas internacionalmente.

Nossas descobertas sugerem que a organização, a gestão dos recursos humanos e ambidestria dos funcionários são uma vantagem organizacional em contextos institucionais ilegitimos. Nosso estudo tem como objetivo contribuir para a literatura que liga a ambidestria com a teoria institucional com o fim de destacar o papel das instituições informais na análise das relações de trabalho em ambientes inseguros.

Instituições Informais, instituições ilegítimas, Ambidestria, Gupos armados não-governamentais, Colômbia, México

Tipo de artículo – Trabajo de pesquisa

el propósito de este trabajo es analizar las estrategias de las empresas y los empleados en contextos institucionales ilegítimos en los que los grupos armados afectan a las empresas y la sociedad civil mediante la implementación de actividades al margen de la ley. El objetivo es reconocer a los empleados como actores clave y efectivos en la implementación de estrategias de ambidestreza organizacional y de gestión de recursos humanos (HRM). Sabemos poco sobre las políticas, estrategias, prácticas y comportamientos de los empleados para cumplir con los estándares mundiales, sus responsabilidades y funciones en el cargo y al mismo tiempo sobrevivir en entornos caracterizados por un alto grado de delincuencia y violencia hacia la población civil.

este documento presenta un estudio exploratorio bajo una perspectiva cualitativo basado en 65 entrevistas semiestructuradas y conversacionales con empleados en Colombia y México durante un período de cuatro años.

nuestros hallazgos indican que grupos armados al margen de la ley han obligado a organizaciones, departamentos de recursos humanos y gerentes de primera línea a explotar estratégicamente medidas de seguridad inspiradas en instituciones informales para proteger activos de la empresa mientras implementan estrategias exploratorias innovadoras para mejorar las condiciones de trabajo de los empleados, sobrellevar y sobrevivir en entornos de riesgo e inseguros y, a la par, seguir siendo competitivos en el plano internacional.

nuestros hallazgos sugieren que la organización, la gestión de recursos humanos y la ambidestreza de los empleados son una ventaja organizativa en contextos institucionales ilegítimos. Nuestro estudio tiene como objetivo contribuir a la literatura que vincula la ambidestreza y la teoría institucional destacando las instituciones informales para examinar las relaciones en entornos inseguros.

Instituciones informales, Instituciones ilegítimas, Ambidestreza, Grupos armados no gubernamentales, Colombia, México

Trabalho de investigação

This study aims to examine how knowledge sharing contributes to organizations’ ambidexterity, their overall performance and the role of knowledge quality in this relationship. Knowledge sharing is conceptualized based on tacit and explicit dimensions, and ambidexterity is viewed as comprising exploitative and explorative capabilities.

This study uses a cross-sectional survey-based research design and structural equation modeling to test the proposed model of knowledge sharing and knowledge quality in organizational ambidexterity and the related hypotheses.

The results indicate that tacit knowledge sharing has a significant, direct impact on the exploitative and explorative capabilities of the organization and indirectly impacts both dimensions of ambidexterity (i.e. exploitative and explorative) through knowledge quality. In contrast, explicit knowledge sharing does not have a significant impact on knowledge quality and affects only the exploitative extent of ambidexterity. Both exploitative and explorative capabilities significantly impact organizational performance.

To the best of the authors’ knowledge, this study is the first study to empirically examine the role of knowledge quality in the context of knowledge sharing for ambidexterity, especially within the context of organizations in the United Arab Emirates.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper concentrates on creating a conceptual framework to demystify the value co-creation strategies entered into by buyers and suppliers in Australia's heavy industrial sector. Mining value from lower risk exploitative strategies, for these companies, generated higher intended and spill-over effects than risker explorative strategies. The companies did find that applying knowledge learned elsewhere, such as at one of their overseas factories, in a new context enabled them to benefit from the so-called spill-over effect of co-creation. For example, buyers discovered more efficient equipment specifications and rolled these out to all sites in conjunction their supplier.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper explores how a firm that is established in an environment characterized by uncertainty can engage with weak regulative institutions by developing operational and institutional capabilities.

We employ a multiple case study approach with seven leading multinational firms in Brazil in industries that vary in industry concentration.

Firms choose among alternative strategies for engaging with regulative institutions as an ongoing process, based on their assessment of four characteristics of the uncertainty they face and their capabilities. Strategies that require a firm to exert greater effort to adapt to institutions or influence institutions have a greater potential to catalyze for developing operational capabilities. Although firms in industries with different concentrations behave similarly in individually adapting to regulative institutions, firms in decentralized industries are more likely to collaborate to influence institutions, which enables them to both access public agents through network partners and better negotiate their own interests.

This research guides managers in developing institutional engagement strategies to reduce the potential consequences of institutional uncertainty in their supply chain. It also suggests types of institutional capability aligned with decentralized vs concentrated industries.

We extend the construct of institutional engagement strategies from the context of entrance to a new international market to an ongoing process in firms that are established in an environment characterized by weak regulative institutions. We also examine the role of industry concentration in the application of institutional engagement strategies.

This research aims to explore and analyze multinational enterprises (MNEs) and local firms' ambidexterity strategies to buffer against narcoterrorism impacts on their assets. The role of line managers (LMs), who have been deemed key players in the implementation of ambidextrous strategies, was investigated in detail.

This paper presents a qualitative study based on 58 semistructured interviews with key employees, i.e. firm directors, human resource (HR) managers, LMs and their subordinates, in Colombia and Mexico over a three-year period.

The “culture of insecurity” that exists in Colombia and Mexico due to narcoterrorism and the lack of governmental enactment of coercive institutional pillars defines the common frames and patterns of the beliefs held by managers and employees working in such contexts. To ensure the survival of employees and firms in unsafe institutional contexts while managing normative pressures to compete worldwide, LMs, HR departments, and ultimately firms are forced to strategically exploit security measures and simultaneously implement innovative explorative strategies.

The findings suggest that ambidexterity strategies in unsafe institutional contexts represent an organizational advantage for competing worldwide while surviving in such contexts. This study contributes to the literature by linking ambidexterity and new institutionalism research in a robust framework with which to examine employment relationships in unsafe institutional contexts.

This paper aims to examine different hypotheses concerning the effects of executive incentive on the degree of Chinese foreign direct investment (FDI) ambidexterity. Specifically, this study provides new insights on how executive equity incentive and executive control right incentive may affect overseas ambidextrous strategy of Chinese enterprises.

This study used panel data of Chinese manufacturing listed companies in 2006-2015 to explore the relationships between related factors. Hypotheses are tested by using regression analysis.

This study found that executive equity incentive is positively related to the degree of FDI ambidexterity. It also found that the level at which control right incentives of executive are made has a curvilinear relationship with degree of FDI ambidexterity. Higher level of control right incentive of executive will be associated with higher degree of FDI ambidexterity; however, beyond some level, higher control right incentive of executive will be associated with lower degree of FDI ambidexterity.

This paper has implications to future research and companies’ everyday practice on ambidextrous FDI strategy.

Based on the principal-agent framework and incentive theory, this paper offers an interesting insight of achieving balance of ambidextrous strategy for Chinese multinational enterprises by involving the different roles of executive equity incentive and executive control right incentive they played.