I n this paper, exploration and exploitation are conceptualized in terms of a nonlocal-local search continuum in threedimensional supply, demand, and geographic space. Using cross-sectional data from a wide range of manufacturing industries, we develop and validate an operational measure of the exploration-exploitation concept. In line with theorybased arguments, our analysis suggests that the value of supply-side, demand-side, and spatial exploration and exploitation is contingent on the environment. While boundary-spanning supply-side search is found to be positively associated with innovation in more-dynamic environments typical of the entrepreneurial regime phase of technology evolution, such exploration appears to hurt innovation in less-dynamic environments. In a reverse fashion, while boundary-spanning demand-side search is found to be favorably associated with innovation in less-dynamic environments, it appears to harm innovation in a more-dynamic context. Interestingly, spatial boundary-spanning search seems to contribute to innovation in more-as well as less-dynamic environments. With the caveat that the substantive findings of this study are based on cross-sectional data, we discuss the implications of our work and future research directions.

 Adopting an information-process perspective, this article conceptualizes exploration orientation in terms of scope of information acquisition. In line with this conceptualization, a multidimensional operational measure of exploration orientation is developed and its internal consistency established. The measure appears to have nomological validity in that it behaves as predicted with measures of variables hypothesized to be related to exploration orientation. Consistent with the emerging co-evolution framework, environmental pressures as well as managerial intentions are found to influence an organization's exploration behaviour. Specifically, empirical results indicate that more environmental dynamism, a stronger organization mission, a prospector orientation and larger slack resources are associated with a greater exploration orientation. Implications, shortcomings and future research directions are discussed.

Management innovation entails the introduction of new-to-the-firm changes in management structures, processes, and practices intended to improve organizational functioning. We draw on relational demography theory to elucidate how behavioral dispositions stemming from top management and middle management similarity in professional characteristics (functional background and educational level) and biodemographic characteristics (age and gender) may facilitate management innovation. We argue that while a throughput functional orientation of top management can be expected to stimulate management innovation, greater similarity between top and middle management will strengthen the association between top management throughput orientation and management innovation by (1) engendering consistency in behavioral expectations between the managerial echelons and (2) motivating middle management to engage in extrarole behaviors. We test our theory on a sample of more than 8,000 top and middle managers in a cross-section of 33 organizations from 2000 to 2008 and adopt a novel content analysis-based measure of management innovation. We find compelling support for the moderating influence of professional similarity between top and middle management but uncover more complex patterns for cross-echelon similarity in biodemographic characteristics. We discuss implications for understanding the role of managers in management innovation, joint consideration of top and middle management characteristics in organizational change processes, the interplay between various types of innovation, and the measurement of management innovation. Promising future research directions are suggested.

As top management teams (TMTs) become progressively more diverse, an important question arises: how does greater TMT diversity affect a company's ability to innovate its business model? To examine this, we draw on the upper-echelons literature and on research on business models as activity systems to theorize that cognitive and ideological diversity in TMTs will affect teams' attention to business model innovation (BMI) and companies' BMI intensity. Analysis of longitudinal data from firms in the US printing and publishing industry provides support for the theory that, over time, TMT cognitive and ideological diversity have a positive influence on BMI. Whereas cognitive diversity expands TMT's BMI attention-scope, both cognitive and ideological diversity increase BMI intensity. However, too much ideological diversity has a negative effect. We furthermore find that TMT longevity moderates the effects of TMT diversity positively, suggesting that the benefit of diversity grows as team members work together longer as a team. We discuss the study's contributions to the literature on diversity, BMI, and the upper echelons.

This paper examines the effect of management innovation on a firm's ability to effectively adopt an emerging core technology. Organizing for technological change is often associated with structural dilemmas for incumbents: while structural contingent solutions such as spatially separated units and parallel organizations have been frequently discussed as enablers of handling contradictory requirements of existing and emerging technologies, there is empirical evidence that such solutions are likely to be either unfeasible or unsustainable in the cases of core technologies. Our analysis on the adoption process of a new core technology by a large telecommunication firm reveals the role of management innovation in fulfilling seemingly paradoxical structural requirements of knowledge accumulation in a dynamic knowledge environment. We discuss how a novel structural approach enabled the organization to overcome rigidities in the existing routines and foster a favorable environment for adoption of cloud technology and to overcome organizational challenges, with which the firm's conventional practices failed to commensurate.