Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration

Ho, Hillbun; Lu, Ruichang

doi:10.1016/j.jbusres.2014.10.004

Cited by 49 publications

(45 citation statements)

References 50 publications

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“…Wei et al (2014) ✓ ✓ Combined ambidexterity has a positive effect and balanced ambidexterity has an inverse U-shaped effect on new product development. Ho and Lu (2015) ✓ The combination of marketing exploitation and marketing exploration has a negative effect on market performance.…”

Section: Empirical Studies On Ambidexterity In Terms Of Exploration Amentioning

confidence: 99%

Unfolding the ambidextrous effects of proactive and responsive market orientation

Herhausen

2016

Journal of Business Research

103

110

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Investigating the ambidextrous effects of its proactive and responsive dimension offers a fresh perspective on market orientation. Drawing upon the ambidexterity literature, the author derives hypotheses on the joint effects of combining and balancing proactive and responsive market orientation. He examines his hypotheses with two-wave panel survey data from 167 strategic business units. Using time-lagged performance data and polynomial regression with response surface analysis to overcome limitations of previous studies of ambidexterity, the author finds that the balance between proactive and responsive market orientation has an incremental positive effect on performance beyond their combined effect; that performance will decline less sharply when proactive is higher than responsive market orientation; and that as the level of balance increases, performance will first decrease and then increase. Given resource scarcity, an important and counterintuitive implication of the present study is that balancing proactive and responsive market orientation is as important as their combination.

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Section: Empirical Studies On Ambidexterity In Terms Of Exploration Amentioning

confidence: 99%

Unfolding the ambidextrous effects of proactive and responsive market orientation

Herhausen

2016

Journal of Business Research

103

110

View full text Add to dashboard Cite

show abstract

“…Akhirnya dengan melihat persyaratan yang harus dipenuhi serta risiko dalam penerapan antara aktivitas eksplorasi dan eksploitasi, maka tidak semua perusahaan mampu melakukannya secara bersama-sama. Untuk itu, terdapat tiga jalur untuk mencapai ambidexterity, yaitu: dengan menerapkan secara terpisah antara eksplorasi dan eksploitasi dan menggunakannya secara bergantian (sequential ambidexterity), dengan menerapkan secara bersama-sama antara eksploitasi dan eksplorasi (simultaneously ambidexterity) atau menerapkan secara terpisah antara eksplorasi dan eksploitasi dan menganggap keduanya sebagai konstruk yang berbeda (Ho and Lu, 2015). Pengaruh secara parsial dan bersama-sama antara eksplorasi dan eksploitasi akan dikaji dalam studi ini.…”

Section: Organizational Ambidexterityunclassified

THE ROLE of ORGANIZATIONAL AMBIDEXTERITY TO INCREASE INNOVATION SPEED AND MARKETING PERFORMANCE of SMEs

Sudarti

Fachrunnisa

Nurhidayati

et al. 2019

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This study aims to investigate and test the role of organizational ambition in improving innovation speed and marketing performance in MSMEs in the creative industries, especially handicraft in Semarang, Central Java. A sample of 173 SMEs were taken using convenience sampling techniques. Using regression analysis techniques, the study concluded that innovation speed is more influenced by exploitation than exploration. Organizational ambidexterity is not able to increase innovation speed and marketing performance and innovation speed is only influenced by exploitation. This result is thought to be strongly influenced by the character of MSMEs who are less familiar with technology as supporting exploitation activities. Exploitation capabilities are more prominent because modifying products by changing shapes, colors and sizes is easier and lower risk compared to creating products that are completely new with the use of the latest technology.

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“…The term exploration in the context of the strategic role relates to the investigation of new ideas and solutions, encompassing the organizational actions of search, discovery, experimentation and risk-taking (HO;LU, 2015;MARCH, 1991). With this focus, it involves experimenting with new ideas, paradigms, technologies, strategies and knowledge, with the aim of discovering alternatives that will surpass or at least meet the needs of the market (BENNER;TUSHMAN, 2003;LEWIN;VOLBERDA, 1999;SCANDELARI;CUNHA, 2013).…”

Section: Theoretical Review 21 Exploratory Innovation Exploitativementioning

confidence: 99%

The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance

Yoshikuni¹,

Favaretto²,

Albertin³

et al. 2018

BBR

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This study aims to identify the influences of strategic information systems (SIS) on the relationship of innovation (exploration/exploitation), ambidexterity and organizational performance (OP). We used the statistical technique of Partial least squares path modeling (PLS-PM) with a sample of 256 Brazilian companies from different sectors. The data revealed that exploitative innovation was positively associated with OP. As a result of the study, it was confirmed that a strong SIS presence increases the influences of innovation (exploration and exploitation) and ambidexterity on OP. Ambidexterity was positively associated with OP and presented higher path coefficients compared to the relationships between exploratory and exploitative innovation and OP. This relationship shows that ambidextrous organizations have higher OP. The study also confirmed that 96% of ambidextrous organizations have a strong SIS presence. This study may have implications for the management practices of organizations that use SIS in their strategic planning stages by enabling innovation focused on improving OP.

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Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration

Cited by 49 publications

References 50 publications

Unfolding the ambidextrous effects of proactive and responsive market orientation

Unfolding the ambidextrous effects of proactive and responsive market orientation

THE ROLE of ORGANIZATIONAL AMBIDEXTERITY TO INCREASE INNOVATION SPEED AND MARKETING PERFORMANCE of SMEs

The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance

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