The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.
The Interplay Between Exploration and Exploitation
Abstract
Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related questions here: What do exploration and exploitation mean? Are they two ends of a continuum or orthogonal to each other? How should organizations achieve balance between exploration and exploitation—via ambidexterity or punctuated equilibrium? Finally, must all organizations strive for a balance, or is specialization in exploitation or exploration sometimes sufficient for long-run success? We summarize the contributions of the work in this special research forum and highlight important directions for future research.
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Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology
Powell, W. W., Koput, K. W., & Smith-Doerr, L. (1996) · Administrative Science Quarterly · doi:10.2307/2393988 · Cited by 8,499
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×
“Nerkar’s (2003) study on the antecedents of why some patents have greater future impact than others provides an interesting parallel to Katila and Ahuja (2002). Nerkar looked at the main as well as the interactive effects of exploration and exploitation in the knowledge search underlying patents.”
BackgroundIncumbent's advantage through exploiting complementary assets via interfirm cooperation
Rothaermel, F. T. (2001) · Strategic Management Journal · doi:10.1002/smj.180 · Cited by 1,114
Siggelkow, N., & Levinthal, D. A. (2003) · Organization Science · doi:10.1287/orsc.14.6.650.24870 · Cited by 953
Ancona, D. G., Goodman, P. S., Lawrence, B. S., & Tushman, M. L. (2001) · The Academy of Management Review · doi:10.2307/3560246 · Cited by 870
Cited by
Teece, D. J. (2007) · Strategic Management Journal · doi:10.1002/smj.640 · Cited by 16,825
Ambidexterity as a dynamic capability: Resolving the innovator's dilemma
O’Reilly, C. A., & Tushman, M. L. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.06.002 · Cited by 2,431
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
Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation
Andriopoulos, C., & Lewis, M. W. (2009) · Organization Science · doi:10.1287/orsc.1080.0406 · Cited by 2,195
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
Metadata
- Authors
- Gupta, A. K., Smith, K. G., & Shalley, C. E.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2006-08
- Volume
- 49
- Issue
- 4
- Pages
- 693-706
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2092433168
- Cited by
- 3,226
- References
- 6
- FWCI
- 208.64
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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