The DOI matches its Crossref record; 59 of the 59 references it cites were found in a registry or an index.
Technological capability, strategic flexibility, and product innovation
Open accessAbstract
This paper examines the role of technological capability in product innovation. Building on the absorptive capacity perspective and organizational inertia theory, the authors propose that technological capability has curvilinear and differential effects on exploitative and explorative innovations. The findings support the proposition that though technological capability fosters exploitation at an accelerating rate, it has an inverted U‐shaped relationship with exploration. That is, a high level of technological capability impedes explorative innovation. Strategic flexibility strengthens the positive effects of technological capability on exploration, such that when strategic flexibility is high, greater technological capability is associated with more explorative innovation. Copyright © 2009 John Wiley & Sons, Ltd.
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Cites
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
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Multiple regression: testing and interpreting interactions
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Absorptive Capacity: A New Perspective on Learning and Innovation
Cohen, W. M., & Levinthal, D. A. (1990) · Administrative Science Quarterly · doi:10.2307/2393553 · Cited by 35,728
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942 · cited 2×
“…is the refinement and extension of existing competences, technologies, and paradigms [whose] returns are positive, proximate, and predictable [whereas] the essence of exploration is experimentation with new alternatives [whose] returns are uncertain, distant, and often negative’ (March 1991: 85).”
BackgroundAn Evolutionary Theory of Economic Change.
Loasby, B. J., Nelson, R. R., & Winter, S. G. (1983) · The Economic Journal · doi:10.2307/2232409 · Cited by 21,366
Absorptive Capacity: A Review, Reconceptualization, and Extension
Zahra, S. A., & George, G. (2002) · The Academy of Management Review · doi:10.5465/amr.2002.6587995 · Cited by 10,758
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Structural inertia and organizational change
Hannan, M. T., & Freeman, J. (1984) · American Sociological Review · doi:10.2307/2095567 · Cited by 7,244
Cited by
Zhou, K. Z., & Li, C. B. (2012) · Strategic Management Journal · doi:10.1002/smj.1959 · Cited by 1,122
Self-citationBusiness model innovation and competitive imitation: The case of sponsor‐based business models
Casadesus‐Masanell, R., & Zhu, F. (2013) · Strategic Management Journal · doi:10.1002/smj.2022 · Cited by 870
Lin, Y., & Wu, L.-Y. (2014) · Journal of Business Research · doi:10.1016/j.jbusres.2012.12.019 · Cited by 783
Wilden, R., & Gudergan, S. P. (2015) · Journal of the Academy of Marketing Science · doi:10.1007/s11747-014-0380-y · Cited by 631
Assessing business value of big data analytics in European firms
Côrte-Real, N., Oliveira, T., & Ruivo, P. (2017) · Journal of Business Research · doi:10.1016/j.jbusres.2016.08.011 · Cited by 538
Metadata
- Authors
- Zhou, K. Z., & Wu, F.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2009-12-22
- Volume
- 31
- Issue
- 5
- Pages
- 547-561
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2111531756
- Cited by
- 1,362
- References
- 59
- FWCI
- 55.88
- Type
- journal article
- Language
- en
- Open access
- green
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
