The DOI matches its Crossref record; 13 of the 13 references it cites were found in a registry or an index.
Investigating Managers' Exploration and Exploitation Activities: The Influence of Top‐Down, Bottom‐Up, and Horizontal Knowledge Inflows*
Open accessAbstract
abstract This paper develops and tests hypotheses on the influence of managers' knowledge inflows on managers' exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top‐down knowledge inflows of managers positively relate to the extent to which these managers conduct exploitation activities, while they do not relate to managers' exploration activities. Furthermore, as expected, bottom‐up and horizontal knowledge inflows of managers positively relate to these managers' exploration activities, while they do not relate to managers' exploitation activities. We contribute to current literature on exploration and exploitation by focusing on the manager level of analysis, and by adding the importance of knowledge flow configurations to studies which investigate the impact of organizational factors on exploration and exploitation.
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Citations
Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
A Dynamic Theory of Organizational Knowledge Creation
Nonaka, I. (1994) · Organization Science · doi:10.1287/orsc.5.1.14 · Cited by 17,809
Self-Reports in Organizational Research: Problems and Prospects
Podsakoff, P. M., & Organ, D. W. (1986) · Journal of Management · doi:10.1177/014920638601200408 · Cited by 17,102
Knowledge of the firm, combinative capabilities, and the replication of technology
Kogut, B., & Zander, U. (1992) · Organization Science · doi:10.1287/orsc.3.3.383 · Cited by 12,939 · cited 3×
“Consequently, by stimulating cross-fertilization or (re-)combinations of different kinds of knowledge, horizontal inflows of knowledge have been found to enhance innovation and the creation of new knowledge at the recipient level (e.g. Grant, 1996; Kogut and Zander, 1992; Lawrence and Lorsch, 1967).”
Organizational Information Requirements, Media Richness and Structural Design
Daft, R. L., & Lengel, R. H. (1986) · Management Science · doi:10.1287/mnsc.32.5.554 · Cited by 9,868
Organizational learning: The contributing processes and the literatures
Huber, G. P. (1991) · Organization Science · doi:10.1287/orsc.2.1.88 · Cited by 8,072
Exploring internal stickiness: Impediments to the transfer of best practice within the firm
Szulanski, G. (1996) · Strategic Management Journal · doi:10.1002/smj.4250171105 · Cited by 7,839
Grant, R. M. (1996) · Organization Science · doi:10.1287/orsc.7.4.375 · Cited by 5,649
Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation
Kogut, B., & Zander, U. (1993) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8490248 · Cited by 3,967
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
He, Z.-L., & Wong, P.-K. (2004) · Organization Science · doi:10.1287/orsc.1040.0078 · Cited by 3,737 · cited 3×
“Recently, studies show that exploration and exploitation are not mutually exclusive at the firm-level (He and Wong, 2004) or business unit-level (Gibson and Birkinshaw, 2004).”
Cited by
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009) · Organization Science · doi:10.1287/orsc.1090.0428 · Cited by 2,224
Exploration and Exploitation Within and Across Organizations
Lavie, D., Stettner, U., & Tushman, M. L. (2010) · Academy of Management Annals · doi:10.1080/19416521003691287 · Cited by 1,650
The Application of External Knowledge: Organizational Conditions for Exploration and Exploitation
Bierly, P. E., Damanpour, F., & Santoro, M. D. (2009) · Journal of Management Studies · doi:10.1111/j.1467-6486.2009.00829.x · Cited by 470
De Clercq, D., Dimov, D., & Thongpapanl, N. (. (2010) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2009.01.004 · Cited by 359
Adler, P. S., & Chen, C. X. (2011) · Accounting, Organizations and Society · doi:10.1016/j.aos.2011.02.002 · Cited by 329
Metadata
- Authors
- Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2007-04-26
- Volume
- 44
- Issue
- 6
- Pages
- 910-931
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2141928013
- Cited by
- 701
- References
- 13
- FWCI
- 37.28
- Type
- journal article
- Language
- en
- Open access
- green
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- Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W. (2007). Investigating Managers' Exploration and Exploitation Activities: The Influence of Top‐Down, Bottom‐Up, and Horizontal Knowledge Inflows*. Journal of Management Studies. https://doi.org/10.1111/j.1467-6486.2007.00697.x
Data sources
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.
