Innovative outcome through exploration and exploitation – Enablers, barriers and industrial property

Vargas, Nancy; Lloria, M. Begoña; Salazar, Addisson; Vergara, Luis

doi:10.1108/ejmbe-11-2019-0213

Cited by 6 publications

(4 citation statements)

References 105 publications

(125 reference statements)

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“…The study also contributes to the literature by providing an understanding on the relationship between exploitation and exploration. The findings are in line with the previous studies that find the impact of exploitation on exploration (Isobe et al, 2004;Piao & Zajac, 2016;Vargas et al, 2022).…”

Section: Introductionsupporting

confidence: 93%

“…‘Doing things better’ through exploitation might relieve the tensions among members when ‘doing better things’ via exploration (Brix, 2019, p. 13), and each of these non‐substitutable dimensions can be complementary when increasing the performance of each other (Lin & Ho, 2016). Therefore, a focus on exploitation can be supportive for the companies' adaptability to the changes and impels exploration (Piao & Zajac, 2016), and higher exploitation capabilities can help companies to obtain better exploration skills (Isobe et al, 2004; Vargas et al, 2022). Based on this discussion, it can be suggested thatH5 Exploitation positively affects exploration.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Leveraging corporate sustainability through responsible innovation: Capacity building with exploration and exploitation

Beger,

Sağlam,

Turker

2023

Creat Innov Manage

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The growing literature on corporate sustainability suggests its positive implications for organizations and stakeholders. Based on the social identity approach, the current study aims to investigate whether responsible innovation can leverage these sustainability advantages of companies to improve organizational commitment and competitiveness. Responsible innovation has been integrated into an original model as a construct that translates corporate sustainability into organizational outcomes to meet stakeholders' needs and to frame and solve the sustainability‐related tensions in an ethical way. The study also attempts to examine the mediating impacts of exploration and exploitation orientations on the proposed link between corporate sustainability and responsible innovation. The model was validated by using the partial least squares structural equation modelling method on a sample of 196 middle managers in small businesses in Turkey. The findings reveal that responsible innovation has a significant mediation effect on the proposed links, and both exploration and exploitation elicit the innovation capacity in sustainability practices. The study also supports the argument on the positive impact of exploitation on exploration.

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Section: Introductionsupporting

confidence: 93%

Section: Hypothesis Developmentmentioning

confidence: 99%

Leveraging corporate sustainability through responsible innovation: Capacity building with exploration and exploitation

Beger,

Sağlam,

Turker

2023

Creat Innov Manage

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“…R&D firms should be involved in sufficient exploitation to guarantee its current viability while devoting sufficient attention to exploration to ensure the organisation's future viability (Levinthal & March, 1993). In addition, Vargas et al (2021) also reported that R&D firms should use their knowledge in the search for improvements within an established framework (i.e., exploitation) to pursue an orientation based on refreshing knowledge towards exploration. Some studies have used the notion of ambidexterity to refer to the balance between exploration and exploitation (D'Souza et al, 2017;Hill & Birkinshaw, 2014;O'Reilly & Tushman, 2013).…”

Section: Km Practices: Knowledge Exploration and Knowledge Exploitationmentioning

confidence: 99%

The Impacts of KM-Centred Strategies and Practices on Innovation: A Survey Study of R&D Firms in Malaysia

Chong

Yuen

2022

IJIKM

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Aim/Purpose: The aim of this paper is to examine the influences of KM-centred strategies on innovation capability among Malaysian R&D firms. It also deepens understanding of the pathways and conditions to improve the innovation capability by assessing the mediating role of both KM practices, i.e., knowledge exploration practices, and knowledge exploitation practices. Background: Knowledge is the main organisational resource that is able to generate a competitive advantage through innovation. It is a critical success driver for both knowledge exploration and exploitation for firms to achieve sustainable competitive advantages. Methodology: A total of 320 questionnaires were disseminated to Malaysian R&D firms and the response rate was 47 percent. The paper utilised structural equation modelling and cross-sectional design to test hypotheses in the proposed research model. Contribution: This paper provides useful information and valuable initiatives in exploring the mediating role of knowledge exploration and knowledge exploitation in influencing innovation in Malaysian R&D firms. It helps R&D firms to frame their KM activities to drive the capability of creating and retaining a greater value onto their core business competencies. Findings: The findings indicate that all three KM-centred strategies (leadership, HR practices, and culture) have a direct effect on innovation. In addition, KM exploration practices mediate HR practices on innovation while KM exploitation mediates both leadership and HR practices on innovation. Recommendations for Practitioners: This paper serves as a guide for R&D managers to determine the gaps and appropriate actions to collectively achieve the desired R&D results and national innovation. It helps R&D firms frame their KM activities to enhance the capability of creating and retaining a greater value to their core business competencies. Recommendation for Researchers: This paper contributes significantly to knowledge management and innovation research by establishing new associations among KM-centred strategies, i.e., leadership, HR practices, and culture, both KM practices (knowledge exploration and knowledge exploitation), and innovation. Impact on Society: This paper highlights the important role of knowledge leaders and the practice of effective HR practices to help R&D firms to create a positive environment that facilitates both knowledge exploration and knowledge exploitation in enhancing innovation capabilities. Future Research: Further research could use a longitudinal sample to examine relationships of causality, offering a more comprehensive view of the effect of KM factors on innovation over the long term. Future research should also try to incorporate information from new external sources, such as customers or suppliers.

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“…In this sense, Sambamurthy et al (2003) relate agility with ambidexterity, and Ananthram and Nankervis (2013) argue that strategic agility is synonymous with other topics such as dynamic capabilities. Ambidexterity pertains to the organisation's ability to exploit its current capabilities while simultaneously exploring new competencies EJMBE 31,2 (Raisch et al, 2009;O'Reilly and Tushman, 2013;Pasamar, 2019;Vargas et al, 2021). Although we can perceive a connection between strategic agility and ambidexterity, they are separate concepts (Clauss et al, 2020) that are intertwined at different levels of analysis.…”

Section: Introductionmentioning

confidence: 99%

Mapping research trends on strategic agility over the past 25 years: insights from a bibliometric approach

Diego

Almodóvar

2021

EJMBE

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PurposeStrategic agility is a fuzzy concept that has become crucial to cope with environmental uncertainty and instability; hence, more in-depth studies are highly needed. The aim of this paper is to shed light on the still diffuse research area of strategic agility by clarifying its scope and concept, as well as identifying the different topics that have been examined thus far. Finally, the intent of this paper is to show the existing gaps in the literature to provide scholars with a clear roadmap for future research.Design/methodology/approachBibliometric and content analyses are used in this study to review the most impactful papers in strategic agility between 1996 and 2021. Citation and mapping analyses are conducted through SciMAT software, and a dynamic approach is adopted by assessing and discussing the evolution of strategic agility throughout five different periods.FindingsThis study reveals that strategic agility is a research line that has neither gained consensus nor reached maturity and that it is linked to several thematic areas or topics. The study offers a complete understanding of the state of the art of strategic agility over time and underscores its main future research lines.Originality/valueThis study presents a complete map of the strategic agility research thus far by using novel bibliometric techniques. This approach is especially interesting because it allows for identifying the dynamic relationships among themes within the topic over five different periods.

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Innovative outcome through exploration and exploitation – Enablers, barriers and industrial property

Cited by 6 publications

References 105 publications

Leveraging corporate sustainability through responsible innovation: Capacity building with exploration and exploitation

Leveraging corporate sustainability through responsible innovation: Capacity building with exploration and exploitation

The Impacts of KM-Centred Strategies and Practices on Innovation: A Survey Study of R&D Firms in Malaysia

Mapping research trends on strategic agility over the past 25 years: insights from a bibliometric approach

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