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Exploration and Exploitation in Organizational Learning
... Although the concept was put forward by Duncan in 1976, a study by March (1991) is the most referenced research in the literature (Raisch & Birkinshaw, 2008: 376). According to March (1991: 71), although exploration and exploitation activities are very important for businesses, it is very difficult for businesses to allocate resources for both of these functions. ...
... According to March (1991), the exploration dimension of ambidexterity, which is innovation, focuses on the discovering of new opportunities, changes, etc. The benefit dimension focuses on issues such as application, production, and effectiveness. ...
... They can be listed as "search and stability, flexibility and efficiency, search scope and depth, exploitative and explorative learning, alignment and adaptability, incremental and discontinuous innovations, exploratory knowledge sharing and exploitative knowledge sharing pro-profit and pro-growth strategies". However, the most commonly researched dimensions in the literature are the exploration and exploitation dimensions of March (1991) (Simsek et al., 2009: 865). As a matter of fact, in the previous sections, the concept was explained and ambidexterity was shaped around these two dimensions. ...
Organizational Ambidexterity in Tourism Industry
This study explores the concept of organizational ambidexterity and its application within the tourism industry. It begins by defining organizational ambidexterity as the ability of organizations to balance exploration (innovation and adaptation) and exploitation (efficiency and stability) simultaneously. The chapter highlights the necessity of this balance for sustaining competitive advantages in dynamic environments.
Key Points:
1. Background and Importance: The concept, first introduced by Duncan in 1976, has evolved into a critical strategy for businesses to manage rapid changes and complex market demands. Within the tourism sector, it supports innovation and enhances organizational performance.
2. Dimensions of Ambidexterity:
- Exploration: Focuses on discovering new opportunities, fostering innovation, and addressing long-term goals.
- Exploitation: Emphasizes refining existing processes, improving efficiency, and achieving short-term objectives.
3. Typologies of Ambidexterity:
-Structural Ambidexterity: Separates exploration and exploitation into distinct units or departments.
- Contextual Ambidexterity: Encourages individuals to balance both functions in their roles.
- Dynamic Ambidexterity: Combines structural and contextual approaches to adapt to changing environments.
4. Tourism Applications:
- Tourism businesses must adopt ambidexterity to innovate while maintaining operational excellence.
- Examples include enhancing customer experiences, adapting to market changes, and leveraging knowledge management systems.
5. Systematic Literature Review:
- The chapter includes a review of studies on ambidexterity in tourism, highlighting its impact on strategic management, innovation, human resources, and destination management.
- Findings reveal that ambidexterity improves organizational performance, fosters competitive advantages, and supports sustainable innovation.
6. Implementation Strategies:
- Organizations should align leadership, culture, and structure to facilitate ambidexterity.
- Developing systems and processes that integrate exploration and exploitation is critical for long-term success.
The chapter concludes by emphasizing the importance of organizational ambidexterity as a strategic approach for tourism enterprises to navigate challenges and seize opportunities in a rapidly evolving industry. It advocates for further research and application of ambidexterity principles to address gaps in the field.
... "Organizations store knowledge in their procedures, norms, rules and forms. They accumulate such knowledge over time, learning from their members" [9]. Situations [10] in which Organizations find themselves may be expressed as Problems to be solved. ...
... We model practice-based learning in organizations as a process of contextualization, de-contextualization and re-contextualization as shown if Figure 4 and the accompanying Table 2. This process is superimposed as circular movement on the unidirectional ascending movement in Figure 2. Problems, Plans, Practices, and Procedures, are important organizational codes [9] and it is their transformation through contextualization, de-contextualization and re-contextualization that constitutes practice-based learning (hence the name 4P's model). As the focus of attention halts on a step in Figure 2, what it attends to is expressed in Figure 4. ...
... This is a matter of factual evolution over time. If no new contextual elements are appearing over time, this could be due to a phenomenon like theoretical saturation [24] but perhaps it indicates a need to revisit the trade-off between exploration and exploitation [9]. In either case the contextual graph and its evolution are useful practice-based organizational learning management tools. ...
Performing, assessing and learning may be represented as embedded activities in contextual graphs, representing simultaneously the structure of a situation and the reasoning involved in both the actual and prescribed performance of the activity. We propose a model of practice-based organizational learning to support discussion of the role of contextualization in performance assessment, organizational learning, knowledge management, and decision support systems. We present results of ongoing research into the role of context in practice-based organizational learning at the strategic level in an organization responsible for the procurement of light rail public transport systems.
... Therefore, learning organizations are often more flexible and proactive and thus have stronger corporate performance. March (1991) introduced the concept of duality into the field of learning by studying organizational learning from a dual perspective. He proposed that organizational learning includes two learning methods: exploratory learning and exploitative learning. ...
... De Noni & Apa (2015) believe that exploratory learning refers to the process of expanding the international network relationship between enterprises and suppliers, customers, and other entities through relational capital to obtain new external knowledge; exploitative learning is the process of enterprises using the existing resources and capabilities of the organization to learn internal knowledge. March (1991) believes that exploratory learning is to explore new opportunities, and exploitative learning is to use existing capabilities. Exploratory learning and exploitative learning will bring resource conflicts to the organization, so duality refers to the balance of the two. ...
... However, there are still a few scholars who hold opposite opinions about the relationship between the balance of dual learning and innovation performance. For instance, March (1991) contend that corporate resources are finite, and the presence of one learning method diminishes the resources of another, leading to a conflict in resource allocation between the two learning methods, ultimately negatively affecting innovation performance. ...
As enterprises and other types of organizations are facing complex and changing internal and external environments, it is increasingly difficult for a single leadership behavior to maintain the organization's sustainable competitive advantage. Scholars and enterprises have extensively studied the application of the "both/and" dual management thinking characteristics. Simultaneously, the team not only enhances innovation performance using a single learning model, but also strategically allocates resources to achieve a balance between dual learning, thereby enhancing innovation performance. Team leaders often influence the interactive behavior of team members, as learning behavior fosters communication, cooperation, and joint decision-making among team members. Due to limited energy, leaders often treat employees differently based on their abilities and contributions to the team, thus forming differences in the exchange relationship between leaders and members of the team. However, the existence of such differences may motivate employees through a reward mechanism of more work and more pay, but it may also destroy the team atmosphere because staff perceive unfairness.
... Menurut March (1991), pembelajaran organisasi dipahami sebagai sarana untuk mencapai pembaharuan strategis suatu perusahaan. Dengan mengenali dan mengelola pertentangan antara eksplorasi dan eksploitasi adalah dua tantangan kritis dalam pembaharuan, dan menjadi kebutuhan sentral dalam pembelajaran organisasi. ...
... Menurut March (1991), pembelajaran organisasi dipahami sebagai sarana untuk mencapai pembaharuan strategis suatu perusahaan. Organizational learning adalah kemampuan perusahaan untuk mempertahankan atau meningkatkan kinerja berdasarkan pengalaman (Garcia et al, 2007). ...
... Sebaliknya pembelajaran diterapkan untuk domain pengembangan hal baru. Penelitian March (1991) Crossan et al (1999), pembelajaran organisasi merupakan proses dinamis. Tidak hanya pembelajaran terjadi sepanjang waktu dan di seluruh tingkatan, tetapi juga menciptakan pertentangan di antara asimilasi pembelajaran baru (feed forward) dan mengeksploitasi atau menggunakan apa yang telah mempelajari (feed back). ...
MSMEs have a significant role in the economy in Indonesia. Micro, Small and Medium Enterprises (MSMEs), is one of the leading driving forces in economic development (LPPI and BI, 2015). In Indonesia itself, the existence of small industries is very important in saving the national economy. In Indonesia MSMEs have become an important part of the economic system. MSMEs are also able to create considerable employment opportunities for domestic workers, so it is very helpful in reducing the number of unemployed.This study aims to examine organizational learning with the 4I framework (intuiting, interpreting, integrating and institutionalizing) that is applied and carried out by Batik Tulis Lasem MSMEs in Rembang District based on the business scale of small business groups and medium business groups. As well as examining the factors that become obstacles and driving the success of organizational learning in Batik Tulis Lasem MSMEs in Rembang District.The results of the study show that: 1) The intuitive factors of individual SMEs in Batik are triggered by their level of experience, and subjective perceptions that lead to leaps of success. 2) The learning of organizational interpreting from Lasem Batik Entrepreneurs is mostly obtained from the feedback of interaction with stakeholders. 3) Integrating learning of the Batik Tulis Lasem MSMEs organization that is more sharing among fellow batik entrepreneurs, enriching their insights and knowledge, so that it becomes an awareness and shared learning that with a solid community (Cluster) Batik Tulis Lasem MSME can enhance mutual competitiveness. 4) Institalizing organizational learning in the form of a joint commitment to maintain handmade batik that is loaded with designs that contain artistic and philosophical values as well as ancestral cultural reflections that have high economic values that are preserved in clusters and instill in generations that occur by individuals and groups in organizations that include systems, structures, procedures, and strategies with a framework of cultural wisdom and values.
... Menurut March (1991), pembelajaran organisasi dipahami sebagai sarana untuk mencapai pembaharuan strategis suatu perusahaan. Dengan mengenali dan mengelola pertentangan antara eksplorasi dan eksploitasi adalah dua tantangan kritis dalam pembaharuan, dan menjadi kebutuhan sentral dalam pembelajaran organisasi. ...
... Menurut March (1991), pembelajaran organisasi dipahami sebagai sarana untuk mencapai pembaharuan strategis suatu perusahaan. Organizational learning adalah kemampuan perusahaan untuk mempertahankan atau meningkatkan kinerja berdasarkan pengalaman (Garcia et al, 2007). ...
... Sebaliknya pembelajaran diterapkan untuk domain pengembangan hal baru. Penelitian March (1991) Crossan et al (1999), pembelajaran organisasi merupakan proses dinamis. Tidak hanya pembelajaran terjadi sepanjang waktu dan di seluruh tingkatan, tetapi juga menciptakan pertentangan di antara asimilasi pembelajaran baru (feed forward) dan mengeksploitasi atau menggunakan apa yang telah mempelajari (feed back). ...
MSMEs have a significant role in the economy in Indonesia. Micro, Small and MediumEnterprises (MSMEs), is one of the leading driving forces in economic development (LPPI and BI,2015). In Indonesia itself, the existence of small industries is very important in saving the nationaleconomy. In Indonesia MSMEs have become an important part of the economic system. MSMEsare also able to create considerable employment opportunities for domestic workers, so it is veryhelpful in reducing the number of unemployed.This study aims to examine organizational learning with the 4I framework (intuiting,interpreting, integrating and institutionalizing) that is applied and carried out by Batik Tulis LasemMSMEs in Rembang District based on the business scale of small business groups and mediumbusiness groups. As well as examining the factors that become obstacles and driving the success oforganizational learning in Batik Tulis Lasem MSMEs in Rembang District.The results of the study show that: 1) The intuitive factors of individual SMEs in Batik aretriggered by their level of experience, and subjective perceptions that lead to leaps of success. 2)The learning of organizational interpreting from Lasem Batik Entrepreneurs is mostly obtainedfrom the feedback of interaction with stakeholders. 3) Integrating learning of the Batik Tulis LasemMSMEs organization that is more sharing among fellow batik entrepreneurs, enriching theirinsights and knowledge, so that it becomes an awareness and shared learning that with a solidcommunity (Cluster) Batik Tulis Lasem MSME can enhance mutual competitiveness. 4) Institalizingorganizational learning in the form of a joint commitment to maintain handmade batik that isloaded with designs that contain artistic and philosophical values as well as ancestral culturalreflections that have high economic values that are preserved in clusters and instill in generationsthat occur by individuals and groups in organizations that include systems, structures, procedures,and strategies with a framework of cultural wisdom and values.
... The ability of a corporation to develop both the investigation of new possibilities and the exploitation of current certainty is referred to as organizational ambidexterity (OA; March, 1991). The exploitation of current core competencies is necessary to stay relevant and competitive in the marketplace, whereas exploration anticipates future needs (Asif & de Vries, 2015). ...
... Exploitation activities include factors such as improvement, productivity, effectiveness, selection, application, and execution. The exploration process includes searching, variability, risk-taking, experimentation, innovation, and breakthroughs (March, 1991). Exploratory and exploitative innovations are both covered by organizational ambidexterity. ...
... Exploration. Explorative innovation refers to a company's efforts to discover new opportunities, thoughts, or methods, as well as develop new goods and services, to adapt to changing conditions (He & Wong, 2004;March, 1991). According to B. A. Khan and Naeem (2018). ...
This study examines the effects of embedding Quality Management practices (QMP), that is, quality training, employee relations, and management relations on Sustainable Performance (SP), and the mediating role of Organizational ambidexterity exploration (innovation exploration) and exploitation (innovation exploitation) between the relationship between QMP and SP in the manufacturing industry. Moreover, the role of Green Innovation is explored as a moderator in the ties of Organizational Ambidexterity Exploration (innovation exploration) and SP. SmartPLS is used in this paper to analyze quantitative data collected from industry specialists and supply chain managers in the food, paint, and textile industries. The findings suggest that good management practices: management relations, employee training, and quality training, can help create a conducive environment for exploratory innovations, which can furthermore help improve the SP of the firm. In the case of exploration, incorporating green products and procedures can help the company achieve long-term success. QMP in ambidextrous manufacturing industries improves the firm’s social performance by meeting the needs of environmentally conscious stakeholders and ensuring healthy relationships, social welfare, customer satisfaction, and societal friendliness toward sustainable products through green product and process innovation. Managers can take advantage of the inherent potential of quality management systems to integrate them into exploitative and exploratory activities and boost the company’s long-term profitability. This study explored a novel concept of green innovation as rare, valuable, inimitable, and organized, so it helps firms in the attainment of sustainable competitive advantage.
... T he trade-off between exploration and exploitation lies at the heart of many problems faced by individuals, groups and organizations, who often need to decide whether to search for new, potentially better solutions (for example, a technology, social institution or a business strategy) or keep using an existing solution that works well [1][2][3][4][5][6] . The right balance between exploration (searching for superior novel solutions) and exploitation (reaping benefits of existing solutions) is thought to be essential for adaptive behaviour in humans and other animals 4,5,7 . ...
... T he trade-off between exploration and exploitation lies at the heart of many problems faced by individuals, groups and organizations, who often need to decide whether to search for new, potentially better solutions (for example, a technology, social institution or a business strategy) or keep using an existing solution that works well [1][2][3][4][5][6] . The right balance between exploration (searching for superior novel solutions) and exploitation (reaping benefits of existing solutions) is thought to be essential for adaptive behaviour in humans and other animals 4,5,7 . When individuals interact through social learning to solve problems collectively, this trade-off is manifested in the balance between innovation through individual learning from the environment and the imitation of existing solutions in the population [8][9][10][11][12] . ...
... On the flip side, pure individual learning engages only in exploration, but cannot spread the good solutions through the population. The low performance of the two pure learning strategies demonstrate the need to balance exploration and exploitation 4 . ...
The structure of communication networks is an important determinant of the capacity of teams, organizations and societies to solve policy, business and science problems. Yet, previous studies reached contradictory results about the relationship between network structure and performance, finding support for the superiority of both well-connected efficient and poorly connected inefficient network structures. Here we argue that understanding how communication networks affect group performance requires taking into consideration the social learning strategies of individual team members. We show that efficient networks outperform inefficient networks when individuals rely on conformity by copying the most frequent solution among their contacts. However, inefficient networks are superior when individuals follow the best member by copying the group member with the highest payoff. In addition, groups relying on conformity based on a small sample of others excel at complex tasks, while groups following the best member achieve greatest performance for simple tasks. Our findings reconcile contradictory results in the literature and have broad implications for the study of social learning across disciplines.
... Exploration and exploitation ambidexterity is considered a dynamic capability possessed by a company (March, 1991;O'Reilly & Tushman, 2013). According to Birkinshaw and Gupta (2013), ambidexterity refers to an organization's ability to manage contradictions and various pressures, both in the present and the future, to achieve efficiency and effectiveness, optimize its existing resources, and generate new innovations. ...
... According to Birkinshaw and Gupta (2013), ambidexterity refers to an organization's ability to manage contradictions and various pressures, both in the present and the future, to achieve efficiency and effectiveness, optimize its existing resources, and generate new innovations. Furthermore, ambidexterity is seen as a dynamic capability that allows an organization to simultaneously explore and exploit resources (Birkinshaw & Gupta, 2013;Collis, 1991;March, 1991;O'Reilly & Tushman, 2013;Teece, 2017;Teece et al., 2016). ...
... Exploration involves discovering new ideas, experimenting, taking risks, being flexible, and fostering innovation. On the other hand, exploitation is the process of improving, selecting, producing, optimizing efficiency, and executing activities (Birkinshaw & Gupta, 2013;Cho et al., 2019;Gnyawali et al., 2016;He & Wong, 2004;Ikhsan et al., 2017;Jansen et al., 2012;Lubatkin et al., 2006;March, 1991;Senaratne & Wang, 2018). According to some literature, exploration is the act of seeking new knowledge, while exploitation involves managing existing knowledge or utilizing and developing what is already known (Bengtsson & Johansson, 2014;Benner & Tushman, 2015;Birkinshaw & Gupta, 2013;Vermeulen & Barkema, 2001). ...
This study aimed to investigate the role of exploration and exploitation ambidexterity as a mediating factor in the relationship between innovation culture and innovation performance. Additionally, environmental uncertainty was examined as a moderating factor in the interaction between ambidexterity and innovation performance. The research used an explanatory deductive approach, conducting a survey with a purposive sampling method involving 205 SMEs in the creative industries across Malang, Solo, Semarang, and Denpasar. Path analysis with ordinary least squares regression was used to test mediation and moderation effects. The findings revealed that the relationship between innovation culture and innovation performance is mediated by exploration and exploitation ambidexterity. The study also confirmed that the dynamic environment significantly moderates the impact of exploration on innovation performance. However, environmental uncertainty was not found to moderate the effect of exploitation on innovation performance. This research combines perspectives from resource-based theory and dynamic capabilities, offering valuable insights into the role of ambidexterity within SMEs. ABSTRAK Penelitian ini bertujuan untuk menyelidiki peran ambidexterity eksplorasi dan eksploitasi sebagai faktor mediasi dalam hubungan antara budaya inovasi dan kinerja inovasi. Selain itu, ketidakpastian lingkungan juga diuji sebagai faktor moderasi dalam interaksi antara ambidexterity dan kinerja inovasi. Penelitian ini menggunakan pendekatan deduktif eksplanatori dengan melakukan survei menggunakan metode purposive sampling yang melibatkan 205 UMKM di industri kreatif di Malang, Solo, Semarang, dan Denpasar. Analisis jalur dengan prosedur regresi kuadrat terkecil biasa digunakan untuk menguji efek mediasi dan moderasi. Hasil penelitian menunjukkan bahwa hubungan antara budaya inovasi dan kinerja inovasi dimediasi oleh ambidexterity eksplorasi dan eksploitasi. Penelitian ini juga mengonfirmasi bahwa lingkungan dinamis secara signifikan memoderasi pengaruh eksplorasi terhadap kinerja inovasi. Namun, ketidakpastian lingkungan tidak terbukti memoderasi pengaruh eksploitasi terhadap kinerja inovasi. Penelitian ini menggabungkan perspektif dari teori berbasis sumber daya dan kapabilitas dinamis, memberikan wawasan berharga mengenai peran ambidexterity dalam UMKM.
... Pursuing breakthroughs is a resourceand search-intensive process that requires (re)combining new and existing knowledge, can take a long time to materialize, and often results in failure (Capponi, Martinelli, & Nuvolari, 2022;Conti, 2014;Fitzgerald, Balsmeier, Fleming, & Manso, 2021;Fleming, 2001). To increase the likelihood that they achieve breakthrough inventions, firms often embark on an exploratory invention 1 path that leads to the generation of a higher quantity of potentially valuable ideas and entails both a high allocation of resources to risky research and development (R&D) projects, and the implementation of routines and processes that allow firms to escape common "learning traps"-familiarity, maturity, and propinquity-by experimenting with novel and emerging technologies (Ahuja & Morris Lampert, 2001;Fitzgerald et al., 2021;Lavie, Stettner, & Tushman, 2010;March, 1991). At the same time, such an approach comes with inherent risks in the form of failures or less-useful inventions (Conti, 2014;Fleming, 2007;Hall, Jaffe, & Trajtenberg, 2005). ...
... We make several key contributions to research. First, our study answers calls to investigate the CEO attributes that may help explain variation in forays into new, radical technological domains (e.g., Custódio, Ferreira, & Matos, 2019;Kiss & Barr, 2017;Kiss, Cortes, & Herrmann, 2022;March, 1991). We demonstrate that firms with more liberal CEOs produce more breakthrough inventions but also less useful inventions compared to firms run by more conservative CEOs. ...
... Further, liberal CEOs have been found to pursue more heavily both market, such as M&As (Elnahas & Kim, 2017), and nonmarket strategies, such as CSR (Chin et al., 2013), with unpredictable returns. These types of strategic preferences are suggestive of a more risk-oriented approach and consistent with placing a greater emphasis on acquiring and generating new and unfamiliar knowledge (Gambeta, Koka, & Hoskisson, 2019;Manso, 2011;March, 1991). More specifically, we expect that liberal CEOs are better at recognizing the need to invest in multiple projects that take the firm in relatively new, unchartered directions and may, therefore, put the firm's R&D investment base to more productive uses over the long-term and produce more breakthrough inventions. ...
We draw on upper-echelons literature recognizing the important role of CEOs in firm strategy, including innovation, and research on CEO political ideology and executive discretion to explore the relationship between CEO political ideology and firm breakthrough inventions. We suggest that CEO liberalism is a double-edged sword and is positively associated with firm breakthrough inventions but also less-useful inventions. We suggest that these relationships are shaped by three different sources of executive discretion: CEO-TMT pay gap, institutional investors, and existing product-market competition. We find support for our hypotheses on a sample of 581 public firms using firms’ patenting and citation activities to capture inventions. We infuse a values, contingency-based perspective to work on CEO characteristics and firm breakthrough inventions, provide a more comprehensive understanding of the multifaceted nature of managerial discretion in setting or deviating firms on/from certain technological trajectories, and extend work on political ideology by showing the relevance of political ideology for explaining not just variations in firm internal resource allocation decisions, corporate activism, and entrepreneurship but also in the level and nature of inventions it produces.
... To empirically examine our research question, we adopt the March (1991) view of organizational learning, in which organizations learn via two interdependent processesby exploring new knowledge and exploiting existing knowledge (for review, see Almahendra and Ambos, 2015). We conducted a qualitative multiple case study of seven industrial organizations headquartered in Finland that have started to implement various advanced ML algorithms in their operations. ...
... First, we join the recent conceptual discussion on "situated AI" and competitive advantage (Kemp 2023) by demonstrating how companies build on their path-dependent organizational history to make sense of their datasets that are used to train the AI models, embed organizational structures and practices around the AI use, and ultimately reconfigure those structures and practices as AI capabilities accumulate. Second, we distinguish between explorative and exploitative learning (March, 1991;Almahendra and Ambos 2015) in AI capability development, but also the "second loop" where the organization situates the AI-driven exploitative and explorative learnings in the organization as part of its capability repertoire. In doing so, we unpack the learning dynamics of AI and organizational learning, that have thus far remained conceptual 2 While the two types of learning are fundamentally different, both bear certain similarity when viewed from the distance. ...
... Situated AI refers to a firm's activities to develop AI capabilities in a way that they are embedded in the firm's other unique resources, such as data, but also how data is collected, acted upon, how AI is situated to the historical development of the organization, and how other organizational processes are built to support the distinctive use of AI. 3 Conceptualized this way, AI capability becomes a central focus for organizational learningwhich is the core topic of interest in the current study. Therefore, to examine AI capability, we recognize that it can include higher-and lower-order capabilities (Winter, 2003;Teece 2007;Mikalef and Gupta 2021) and that capabilities are path-dependent, gradually learned, and organizationally embedded bundles of routines (Zollo and Winter 2002) that evolve via explorative and exploitative learning (March, 1991). While taking this classic lens to capability development, we also acknowledge the distinctive role of AI (and particularly ML) in the organizational learning context, as discussed in the following section. ...
... P-ISSN 2518-5764 E-ISSN 2227-703X 89 2.6.1 Exploratory Ingenuity (exploration): March (1991) introduced for the first time the concepts of exploration and investment to management literature. This researcher argued that they should be viewed as two ends of a single continuum that includes research, diversity, risk-taking, experimentation, adventure, flexibility, discovery and innovation. ...
... Also, March (1991) pointed out that investment ingenuity is a competing force that is necessary for the success of organizations. This has led to a growing field of research on ingenuity. ...
The main purpose of this research is to test the effect of talent management strategies on organizational ingenuity in several colleges of the University of Baghdad (College of Physical Education for Girls, College of Physical Education and Physical Sciences, Main College of Fine Arts, and the sub-college of fine arts). The research problem was diagnosed through the most important questions (What is the extent of awareness and adoption of talent management strategies and organizational ingenuity in the organizations under study?). The research adopted the descriptive analytical approach in order to study the phenomenon thoroughly. The questionnaire was the main tool for collecting data and information. The research sample included heads of academic departments, administration directors, and divisional officials in the colleges under study, whose total number reached (95) participants out of a total of (120) directors. The research utilized the statistical program (AMOSS) in analyzing the responses of the participants. The results of the research were significant because of the presence of an important correlation between talent management strategies and organizational ingenuity. Also, there was the need for specialized departments to manage talent through the processes of attraction, recruitment, development, and investment in order to enhance organizational ingenuity and enable its employees to manage and thus improve their level of performance.
... Globalization compels modern organizations to perpetually develop new types of competitive advantage (March, 1991;Schulze, 2009). hese conditions are reinforced by capabilities that include the pursuit of exploratory and exploitative activities (March, 1991). ...
... Globalization compels modern organizations to perpetually develop new types of competitive advantage (March, 1991;Schulze, 2009). hese conditions are reinforced by capabilities that include the pursuit of exploratory and exploitative activities (March, 1991). Exploitation is marked by search, discovery, experimentation, flexibility, variation, risk-taking, and innovation, whereas exploration encompasses refinement, implementation, efficiency, production, and selection (He & Wong, 2004). ...
This research aims to investigate how Artificial Intelligence (AI) integration enhances creative productivity and leads to improved outcomes in financial performance. The advancement of technology enables the improvement of knowledge sharing, absorptive capacity, skills, and innovation, fostering greater efficiency in achieving organizational goals. This pioneering research develops a holistic framework that integrates AI as a moderating factor, highlighting its transformative role in achieving a competitive advantage. A sample of 499 MSMEs in the Indonesian creative sector was obtained from a total of 34,000 HIPMI members through purposive and judgment sampling methods. Using the scrutinize method, this study provides an in-depth analysis of the interactions between technological advancements and organizational capabilities, offering strategic insights for sustainable growth. Regression analysis results indicate that knowledge sharing, absorptive capacity, skills, and innovation have a significant and positive effect on the creative performance. AI also has a significant positive impact on financial performance. The integration of AI strengthens the association between innovation and creative performance, but it does not reveal a substantial impact on the link of knowledge sharing, absorptive capacity, and skills with creative performance. This study provides theoretical and practical contributions to support decision-making in technology policy in the creative sector.
... P-ISSN 2518-5764 E-ISSN 2227-703X 89 2.6.1 Exploratory Ingenuity (exploration): March (1991) introduced for the first time the concepts of exploration and investment to management literature. This researcher argued that they should be viewed as two ends of a single continuum that includes research, diversity, risk-taking, experimentation, adventure, flexibility, discovery and innovation. ...
... Also, March (1991) pointed out that investment ingenuity is a competing force that is necessary for the success of organizations. This has led to a growing field of research on ingenuity. ...
The main object of this research is to test the effect of talent management strategies on organizational ingenuity in several colleges of the University of Baghdad (College of Physical Education for Girls, College of Physical Education and Physical Sciences, Main College of Fine Arts, and the sub-college of fine arts). The research problem is that there is a dearth of studies examining how talent management techniques affect organizational ingenuity. The research adopted the descriptive analytical approach to study the phenomenon thoroughly. The questionnaire was the main tool for collecting data and information. The research sample included heads of academic departments, administration directors, and divisional officials in the colleges under study, whose total number reached (95) participants out of a total of (120) directors. The data and information were analyzed, and hypotheses were tested by using appropriate statistical methods such as (arithmetic mean, standard deviation, coefficient of variation, and simple regression) through utilizing the statistical program (AMOSS) in analyzing the responses of the participants. The results of the research were significant because of the presence of an important correlation between talent management strategies and organizational ingenuity. Also, there was the need for specialized departments to manage talent through the processes of attraction, recruitment, development, and investment to enhance organizational ingenuity and enable its employees to manage and thus improve their level of performance. Paper type: Research paper
... Here we perform a large-scale analysis of publication records, finding that research interest change follows a reproducible pattern characterized by an exponential distribution. We identify three fundamental features responsible for the observed exponential distribution, which arise from a subtle interplay between exploitation and exploration in research interest evolution [5,22]. We develop a random walk based model, allowing us to accurately reproduce the empirical observations. ...
... "The essential tension" hypothesis set forth by Thomas Kuhn [5] has vividly highlighted the conflicting demands of scientific careers that require both exploration and exploitation [4,8,22]. ...
Our quantitative understanding of how scientists choose and shift their research focus over time is highly consequential, because it affects the ways in which scientists are trained, science is funded, knowledge is organized and discovered, and excellence is recognized and rewarded. Despite extensive investigations of various factors that influence a scientist's choice of research topics, quantitative assessments of mechanisms that give rise to macroscopic patterns characterizing research interest evolution of individual scientists remain limited. Here we perform a large-scale analysis of publication records, finding that research interest change follows a reproducible pattern characterized by an exponential distribution. We identify three fundamental features responsible for the observed exponential distribution, which arise from a subtle interplay between exploitation and exploration in research interest evolution. We develop a random walk based model, allowing us to accurately reproduce the empirical observations. This work presents a quantitative analysis of macroscopic patterns governing research interest change, discovering a high degree of regularity underlying scientific research and individual careers.
... Duncan (1976) apresentou o primeiro estudo sobre ambidestria em um modelo para organizações inovadoras. March (1991) ampliou os estudos de Duncan (1976), destacando que a definição de ambidestria organizacional está fundamentada no equilíbrio entre as ações de exploration, definidas por Duncan (1976) como iniciação, e exploitation chamada por ele de implementação. ...
... Os pressupostos sociológicos da estratégia como prática integrados com os elementos constituintes da epistemologia econômica das capacidades dinâmicas, apresentam uma visão mais holística de gestão estratégica (REGNÉR, 2008). Complementando essa integração, a ambidestria organizacional é apresentada como a capacidade organizacional de perseguir ao mesmo tempo a exploration e a exploitation (MARCH, 1991). O equilíbrio entre essas formas diferentes de mudança é necessário para que uma organização seja eficaz em busca de seus objetivos. ...
As teorias das capacidades dinâmicas, estratégia como prática e ambidestria organizacional têm na visão dinâmica da estratégia um elemento comum, pois suas categorias essenciais apresentam uma vocação conectiva, complementar e integrativa. Esta pesquisa apresenta uma proposta integrando as teorias das capacidades dinâmicas, da estratégia como prática e da ambidestria organizacional. Este é um ensaio teórico, desenvolvido com abordagem qualitativa, com uso da técnica de análise de conteúdo, com categorias predeterminadas, mas apresentando procedimentos indutivos no desenvolvimento do modelo. Nas bases de dados ScienceDirect, Spell e Capes não foram encontradas publicações abordando a relação simultânea entre essas três teorias. A relevância teórica deste ensaio está na visão dinâmica da estratégia em uma perspectiva inovadora, identificando uma relação complementar entre os elementos epistemológicos das três teorias. A relevância prática é a possibilidade de utilização do modelo teórico analítico para a realização de pesquisas empíricas. Como resultado, foi apresentado um framework integrado que permite operacionalizar a intersecção entre as três abordagens. A proposição deste framework amplia a visão da perspectiva dinâmica da estratégia.
... (b) Exploitative Innovation Capabilities: The ability to refine and improve existing processes and products to enhance efficiency and effectiveness (March, 1991). These capabilities are considered dynamic, as they enable organizations to adapt to changes in the external environment and foster sustainable growth (Teece, 2007). ...
This study explores how marketing dexterity, innovation capabilities, and organizational agility contribute to achieving sustainable competitive advantage (SCA). Using data from 346 senior decision-makers in Egypt’s food and beverage sector, the research develops a conceptual model to assess the mediating role of innovation capabilities and the moderating effect of organizational agility.
Findings reveal that marketing dexterity directly enhances innovation capabilities and SCA, emphasizing its importance in aligning marketing strategies with competitive goals. Innovation capabilities act as a critical mediator, while organizational agility amplifies the relationship between marketing dexterity and innovation, resulting in a moderated mediation effect. However, organizational agility has a limited direct moderating effect on the link between marketing dexterity and SCA.
The study offers theoretical contributions by integrating these constructs into a cohesive framework and addressing gaps in dynamic capabilities literature, particularly in emerging markets. Empirically, it highlights the significance of innovation and adaptability in the competitive and volatile environment of Egypt’s F&B sector. Practically, the research provides actionable recommendations for firms to adopt agile marketing strategies, invest in innovation, and foster adaptability for long-term success.
Keywords: Marketing Dexterity, Innovation Capabilities, Organizational Agility, Sustainable Competitive Advantage, Dynamic Capabilities, Food and Beverage Sector, Emerging Markets, Strategic Marketing, Competitive Advantage.
... Ambidextrous leadership, which balances the competing demands of exploration and exploitation, is equally vital. By fostering creativity and experimentation while optimizing existing processes, ambidextrous leaders create organizational cultures capable of sustaining innovation and operational effectiveness simultaneously (March, 1991;Raisch & Birkinshaw, 2008). This dual focus is crucial in contexts where continuous innovation must coexist with stable performance delivery. ...
The digital era has reshaped organizational landscapes, heightening the demand for flexibility and collaboration as key strategic differentiators and driving the adoption of horizontal organizational architectures, such as adhocratic systems, networks, and business ecosystems. These decentralized configurations reject centralization, rendering traditional "entity-centric" leadership models ineffective and calling for novel approaches to managing organizational dynamics. This study examines the implications of these structural shifts across micro (individual), meso (group and intra-organizational), and macro (societal and interorganizational) levels, identifying key elements such as trust, innovation, and digital transformation that drive effectiveness in such environments. The research introduces a conceptual framework that integrates the Standard Model of Organizational Dynamics into horizontal architectures, highlighting the interplay of critical elements and their alignment across levels. This framework provides a cohesive system for fostering flexibility, collaboration, and innovation, equipping organizations to navigate the complexities of decentralized, digitally interconnected ecosystems. The study offers significant academic contributions by advancing leadership studies and organizational dynamics discourse, challenging traditional paradigms, and proposing alternative models suited to the demands of the digital age. Practically, the findings deliver actionable insights for managers and leaders, offering strategies to enhance organizational agility, empower distributed teams, and sustain competitive advantage. By bridging theoretical innovation with practical application, this study serves as a comprehensive roadmap for organizations striving to thrive in an era of constant change and complexity, contributing to the broader reimagining of leadership and management in the 21st century.
... In other words, organizations occupying central roles within networks seek out diverse collaborators that share similar goals and values; for the latter Powell et. al emphasize the importance of exploration of new knowledge as a shared value, as opposed to the exploitation of existing knowledge (March, 1991). However, shared values could also include a commitment to philanthropic norms linked to global health, such as access to medicines. ...
... Sie ergänzen damit die inkrementelle Weiterentwicklung in der Kernorganisation. Die Gesamtheit aus Exploration von neuen Möglichkeiten und Exploitation von Bestehendem nennt man organisationale Ambidextrie [5]. Unternehmen benötigen eine Balance dieser Aktivitäten, wie in Abb. 1 dargestellt. ...
... The exploration-exploitation dilemma represents a paramount concept in decision-making [1][2][3]. Specifically, the problem consists in finding a trade-off between exploration (i.e., the search for new unseen possibilities) and exploitation (i.e., the refinement of existing solutions). While the latter might be advantageous in the short term, these modifications could have a detrimental effect in the long term, especially when external conditions change [4]. ...
Finding a compromise between the exploration of new opportunities that could yield excellent performances and the exploitation of existing solutions through local refinements represents a major challenge in different sectors. In fact, although the search for improved solutions may be costly and time consuming in the short term, its effects could have a big impact in the long term. Conversely, exploitation is likely to be beneficial in the short term, but might have a catastrophic effect in the long term. With respect to evolutionary computation, several approaches attempt to address the issue from different perspectives. In this work, we analyze the exploration-exploitation dilemma in problems where neutrality — the condition according to which the search space consists of vast areas accessible through mutations that do not jeopardize the survival chances — is a distinctive feature. Specifically, we present the results achieved in two benchmark problems: (i) function optimization and (ii) 5-bit parity. Moreover, a novel method mixing exploration and exploitation, called SSSHC*, is introduced and compared with two other algorithms. The experiments reported in this paper indicate that the SSSHC* finds remarkably better solutions than other methods in the optimization of function tests and is competitive with respect to the parity problem. Overall, the outcomes show how exploration and exploitation can be effectively combined, but the strategy for doing so is task-dependent.
... Multi-agent systems are an increasingly relevant area in AI research. They typically consist of learning agents trying to coordinate to reach specific outcomes, such scenarios are prevalent in fields ranging from economics (March 1991), robotics and distributed systems (Panait and Luke 2005). A key challenge in these settings is balancing exploration and exploitation in high-dimensional action spaces. ...
We study the exploration-exploitation trade-off for large multiplayer coordination games where players strategise via Q-Learning, a common learning framework in multi-agent reinforcement learning. Q-Learning is known to have two shortcomings, namely non-convergence and potential equilibrium selection problems, when there are multiple fixed points, called Quantal Response Equilibria (QRE). Furthermore, whilst QRE have full support for finite games, it is not clear how Q-Learning behaves as the game becomes large. In this paper, we characterise the critical exploration rate that guarantees convergence to a unique fixed point, addressing the two shortcomings above. Using a generating-functional method, we show that this rate increases with the number of players and the alignment of their payoffs. For many-player coordination games with perfectly aligned payoffs, this exploration rate is roughly twice that of p-player zero-sum games. As for large games, we provide a structural result for QRE, which suggests that as the game size increases, Q-Learning converges to a QRE near the boundary of the simplex of the action space, a phenomenon we term asymptotic extinction, where a constant fraction of the actions are played with zero probability at a rate o(1/N) for an N-action game.
... En diversas áreas del conocimiento que investigan el aprendizaje (ej. neurociencias cognitivas [36], ciencias de la computación [37], aprendizaje organizacional [38]) se postula que existen al menos dos modos diferentes y complementarios en los cuales el sistema en cuestión aprende en contextos cambiantes, estos son: i) exploración y ii) explotación (que nosotros llamaremos integración, ver más abajo). Estos conceptos son análogos a acomodación y asimilación en la perspectiva neo-Piagetiana sensoriomotora del aprendizaje [21], donde estas estrategias se balancean resultando en un nuevo equilibrio. ...
El texto explora los Estados No Ordinarios de Conciencia (ENOC) como catalizadores de transformaciones adaptativas (TA) que promueven el bienestar y reducen el sufrimiento. Los autores introducen el concepto de conciencia crítica, una perspectiva epistémica que permite identificar procesos universales en los ENOC y fomentar aprendizajes significativos mediante transiciones críticas.
Basándose en métodos interdisciplinarios y la teoría de sistemas complejos, destacan cómo estas experiencias pueden ser estudiadas y aplicadas tanto en contextos terapéuticos como en transformaciones sociales y ecológicas, como el cambio climático o el proceso constituyente de Chile. La conciencia crítica emerge como una herramienta para anticipar crisis y facilitar adaptaciones sostenibles en sistemas complejos.
... Ambidextrous scholars-those who engage in exploration, who experiment, play, discover, innovate, are flexible, and take risks, but who also exploit their discoveries to refine, choose, select, implement, and execute (March, 1991)-are likely to be advantaged in the AI era. Hence, a supportive scholarly environment for these scholars requires academic journals that create secure spaces where ambidexterity can flourish. ...
Entrepreneurship has entered a new era shaped by artificial intelligence (AI), demanding accelerated scholarly advances to keep pace with this transformative technology—yet this demands that academics bridge the gap between the AI revolution’s ambiguities and meaningful scholarly contributions. To motivate and guide future research on AI’s transformative role in entrepreneurship, we introduce an ongoing special issue in Entrepreneurship Theory and Practice ( ETP) and outline multiple compelling opportunities for future research. Unlike typical editorials, we offer a prospective vision—rather than retrospective, after the articles have been accepted and published—at this project’s outset, to empower the field to prospect and establish new scholarly foundations in the relatively uncharted world of AI in the domain of entrepreneurship. Accordingly, we highlight the “AI PEN” (Prospecting and Establishing Nexus) as a desirable research approach to advance this literature going forward. We hope, and anticipate, that our invitation to submit proposals to this special issue facilitates novel empirical as well as theory-focused contributions to the literature.
... "Explorative innovation refers to the pursuit of new knowledge, experimentation, and the development of novel products, services, or processes". Additionally, "Exploitative innovation refers to the enhancement and refinement of existing products, services, and processes to improve efficiency and maintain competitive advantage" (March, 1991). Thus, robust innovation capabilities keep organizations in a better position to simultaneously manage exploitative and explorative innovations, per ambidexterity theory (O'Reilly and Tushman, 2013). ...
Purpose-This study aims to examine how an organization's innovation capability could influence research and development (R&D) performance. It also investigates if industry-academic knowledge transfer has a moderating relationship between organizational innovation capability and exploration and exploitative innovation in improving the R&D performance of the organizations. Design/methodology/approach-Based on the literature and dynamic capability view, a conceptual model was developed and then validated using the partial least squares-structural equation modeling technique considering 387 responses from academicians and industry personnel. Findings-The study found that industry-academic knowledge transfer has a significant moderating impact toward improving innovation capability, organizations' R&D performance and exploration innovation. However, it has an insignificant moderating impact on improving innovation capability and exploitative innovation. Practical implications-Organizational innovation capability is characterized by both exploratory and exploitative innovation. Both types of innovation support the R&D performance of an organization. Also, organizations that closely work with academic institutions could gain significant R&D knowledge from academic expertise. This study provides food for thought for the academic community as well as industry policymakers. Originality/value-There are significant opportunities for academic institutions to gain practical knowledge from industry which can help them to accelerate their R&D activities. However, transferring knowledge between industry and academia has challenges related to intellectual property, patents and so on. Not much research has been conducted in this area. Thus, the proposed research model is unique and adds to the existing literature.
... There is a long tradition of conceptualizing innovation as a search through the design space, a space in which changes in dimension produce new designs and points in large dimensional spaces (Brooks 2010;Frenken 2006;March 1991;Simon 1996). For example, designers of whistles can choose the overall shape of the whistle and the shape of its openings. ...
Theories of knowledge reuse posit two distinct processes: reuse for replication and reuse for innovation. We identify another distinct process, reuse for customization. Reuse for customization is a process in which designers manipulate the parameters of metamodels to produce models that fulfill their personal needs. We test hypotheses about reuse for customization in Thingiverse, a community of designers that shares files for three-dimensional printing. 3D metamodels are reused more often than the 3D models they generate. The reuse of metamodels is amplified when the metamodels are created by designers with greater community experience. Metamodels make the community's design knowledge available for reuse for customization-or further extension of the metamodels, a kind of reuse for innovation.
... But, at the same time, successful scientists also bridge structural holes to exploit various knowledge resources and stay innovative [58,8], making brokerage and closure a true duality [9,1]. This resonates with theories in the sociology of science that tradition and innovation is the "essential tension" in scientific research [23], or in organization science that the exploration of new possibilities necessarily complements the exploitation of old certainties [33]. ...
Scientific collaborations shape ideas as well as innovations and are both the substrate for, and the outcome of, academic careers. Recent studies show that gender inequality is still present in many scientific practices ranging from hiring to peer-review processes and grant applications. In this work, we investigate gender-specific differences in collaboration patterns of more than one million computer scientists over the course of 47 years. We explore how these patterns change over years and career ages and how they impact scientific success. Our results highlight that successful male and female scientists reveal the same collaboration patterns: compared to scientists in the same career age, they tend to collaborate with more colleagues than other scientists, seek innovations as brokers and establish longer-lasting and more repetitive collaborations. However, women are on average less likely to adapt the collaboration patterns that are related with success, more likely to embed into ego networks devoid of structural holes, and they exhibit stronger gender homophily as well as a consistently higher dropout rate than men in all career ages.
... The organizational learning cycle (Dixon, 1994) has the same two major phases of (plastic) exploration and (rigid) selection, like the creative thinking process described above. The exploration/exploitation trade-off (March, 1991) representing the two phases of organizational learning exploring new possibilities and exploiting existing certainties, resembles to the plastic-rigid duality again. Changing dominance from exploration to exploitation was shown to be useful in early and late phases of firm development. ...
Network support is a key success factor for talented people. As an example, the Hungarian Talent Support Network involves close to 1500 Talent Points and more than 200,000 people. This network started the Hungarian Templeton Program identifying and helping 315 exceptional cognitive talents. This network is a part of the European Talent Support Network initiated by the European Council for High Ability involving more than 300 organizations in over 30 countries in Europe and extending in other continents. These networks are giving good examples that talented people often occupy a central, but highly dynamic position in social networks. The involvement of such 'creative nodes' in network-related decision making processes is vital, especially in novel environmental challenges. Such adaptive/learning responses characterize a large variety of complex systems from proteins, through brains to society. It is crucial for talent support programs to use these networking and learning processes to increase their efficiency further.
... Evolutionary perspectives in economics and management have long recognized that organizations are unevenly endowed with resources. Dynamically, developing and renewing distinct capabilities is considered fundamental for capturing market shares and adjusting to changing market conditions (March 1991;Teece and Pisano 1994;Teece, Pisano, and Shuen 1997). This perspective implies that both the organizational and market environments are in constant mutation, driven in part by technological change. ...
This study investigates the origins and evolution of technological complexity inCanadian regions using patent records linked to firm-level ownership and geograph-ical data. Since 2000, larger Canadian cities have experienced a notable increase inlevels of technological complexity. The analysis examines the determinants of thiscomplexity, with a particular focus on the role of intra- and inter-firm collaborationsacross different geographical scales. The findings reveal the significant contributionsof multilocational firms and intra-organizational collaborations to the developmentof more complex technologies in regions. Further analysis shows that the introduc-tion of complex technologies does not stem from novel recombinations of componentsbut rather from combinations developed internationally by firms, often coupled withcombinations originating within the host region.
... Paradoxical tensions refer to contradictory, interrelated elements that exist simultaneously and are, thus, juxtaposed against each other. An exemplary paradox is March's (1991) articulation of how organizations must balance strategic efforts to explore risk-taking opportunities for growth with the need to exploit existing opportunities as a means to mitigate risk. ...
Biometric technologies are at the forefront of organizational innovation, surveillance, and control. In many instances, the use of physiological and behavioral biometrics enhances individual and organizational performance. However, they also have the potential to hinder human wellbeing. In particular, recent generations of biometrics are capable of extracting deeper insights into human behavior, enabling organizational surveillance practices, but may also constrain individual rights and freedoms. While biometric technologies have been evidenced to infringe upon privacy and lead to discriminatory practices, little research has examined the impact of biometrics on dignity, an important ethical construct related to human wellbeing. In this conceptual paper, we draw from the theory of affordances to identify and delineate six affordances of biometric technologies, categorized into inhibiting and augmenting biometric affordances. We propose a framework in which inhibiting and augmenting biometric affordances may simultaneously support and humiliate dignity. This separation offers a theoretical base for future empirical research to explore the increasingly pervasive relationship between biometric adoption and human dignity. Moreover, we explain six paradoxical tensions across three forms of dignity—inherent, behavioral, and meritocratic—in the proposed framework. Finally, we discuss why firms should be responsible for addressing the tensions across dignity forms when they adopt biometric technologies to balance the trade-off between wealth creation and human wellbeing. This offers guidance for practitioners on how to integrate biometric technologies without hindering human dignity.
... Other activated regions, such as the FP in visual art condition, has been linked with exploratory decisions (Badre et al., 2012;Daw et al., 2006;Mansouri et al., 2017). Exploring alternative strategies, which involves searching, distinguishing, risk taking, experimenting, discovering, and innovating (March, 1991), is necessary for maximizing gains in a changing environment. Given the crucial role that FP plays in exploration (Mansouri et al., 2015), the recruitment of this area in the visual-induced aesthetic experience reveals that the process of visual art appreciation relates more to the discovery of new knowledge or opportunities rather than a refinement of existing knowledge. ...
Aesthetic experiences are characterized by a conscious, emotionally and hedonically rewarding perceptions of a stimulus's aesthetic qualities and are thought to arise from a unique combination of cognitive and affective processes. To pinpoint neural correlates of aesthetic experiences, in the present study, we performed a series of meta-analyses based on the existing functional Magnetic Resonance Imaging (fMRI) studies of art appreciation in visual art (34 experiments, 692 participants) and music (34 experiments, 718 participants). The Activation Likelihood Estimation (ALE) analyses showed that the frontal pole (FP), ventromedial prefrontal cortex (vmPFC), and inferior frontal gyrus (IFG) were commonly activated in visual-art-induced aesthetic experiences, whilst bilateral superior temporal gyrus (STG) and striatal areas were commonly activated in music appreciation. Additionally, task-independent Resting-state Functional Connectivity (RSFC), task-dependent Meta-analytical Connectivity Modelling (MACM) analyses, as well as Activation Network Modeling (ANM) further showed that visual art and music engaged quite distinct brain networks. Our findings support the domain-specific view of aesthetic appreciation and challenge the notion that there is a general “common neural currency” for aesthetic experiences across domains.
... Moreover, companies must also consider the legal and economic environments of the countries in which they operate, which can significantly impact their strategies and operations [27]. International business strategy also involves managing cross-cultural teams, which requires understanding and respecting cultural differences to foster collaboration and productivity [28]. Furthermore, effective international strategies often involve local partnerships and alliances that help in navigating foreign markets more effectively [29]. ...
This review explores the key disciplines within strategic management, including corporate strategy, business policy, strategic leadership, competitive strategy, international business strategy, strategic decision making, and innovation and entrepreneurship. Through an extensive analysis of existing literature, this paper provides significant insights into strategic planning and implementation, innovative approaches to competitive advantage, and empirical research that tests the effectiveness of strategic interventions.
... As a result, such innovation usually places more emphasis on technological breakthroughs and is tied to existing value networks (Lee and Trimi 2018;Wang et al. 2022). Explorative innovation is a form of innovation with new knowledge and technological routes to deliver new innovative products or services to the market (March 1991;Osiyevskyy and Dewald 2015;Park and Kim 2015), with the ultimate aim of becoming the first mover in new markets and providing new value to customers to achieve long-term competitive advantages (Kim and Mauborgne 2004;Lee and Trimi 2018). Table 2 compares disruptive innovation, radical innovation, and explorative innovation. ...
Disruptive innovation is increasingly recognized as a strategy for small and medium-sized enterprises (SMEs) to gain a competitive edge. However, SMEs often face resource constraints that create significant challenges to develop such innovation. Aiming to provide a potential solution for this problem, this study investigates how entrepreneurial bricolage can help SMEs overcome resource constraints to develop disruptive innovation in the context of emerging markets. Drawing on the resource orchestration perspective and using data from two waves of a survey involving 269 Chinese SMEs, the results indicate that entrepreneurial bricolage has a positive impact on disruptive innovation. Moreover, we find that failure-based learning behaviors can strengthen the positive role of entrepreneurial bricolage in driving an SME’s disruptive innovation, particularly when faced with high institutional voids. These findings provide compelling insights for SMEs in emerging markets seeking to gain competitive advantages through disruptive innovation.
... In innovation processes, companies face the question whether to explore new ideas or exploit successful ones for new product development (March, 1991). Exploration and exploitation are radically different innovation approaches; while the former requires free, creative discovery, the latter demands tight, efficient control (Dougherty & Heller, 1994). ...
For over four decades, scholars have developed the field of entertainment science, establishing a thorough understanding of the business behind filmed, recorded, written, and programmed media products and services, encompassing consumer behavior and strategic decision-making. Building on six foundational characteristics that jointly define entertainment offerings (i.e., their hedonic, narrative, cultural, creative, innovative, and digital nature), we synthesize key findings from entertainment science research. Since each of these characteristics can be found individually in various industries, this review offers substantial potential for learning beyond the entertainment world. Leveraging the entertainment industry’s pioneering role in major cross-industry trends, including virtual worlds and generative AI, we then provide best practices for adapting to these developments. We conclude by proposing a comprehensive agenda for future research on each of the foundational entertainment characteristics within the field of entertainment science and beyond.
... The growing interest in organizational ambidexterity (OA) is evidenced by the increasing number of academic publications and the recognition of OA as a critical factor for sustaining competitive advantage in dynamic business environments (O'Reilly and Tushman, 2013). The discourse on OA has become a cornerstone of organizational and management research (Raisch and Birkinshaw, 2008), with indications that the ability to balance exploitation and exploration activities may be essential for long-term corporate success (March, 1991). Recently, attention has intensified on how organizations can learn to support ambidexterity, integrating new knowledge while refining existing capabilities (Birkinshaw and Gibson, 2004). ...
In the evolving landscape of organizational management, the simultaneous pursuit of exploitation and exploration has heightened interest in organizational ambidexterity. This literature review synthesizes key studies to explore the relationship between organizational learning and ambidexterity, focusing on how learning influences and integrates ambidextrous capabilities. The review examines the theoretical and practical importance of balancing these dual strategies, emphasizing their role in long-term success. To provide a structured analysis, the literature is organized into six key themes, offering a comprehensive view of how different aspects of learning contribute to ambidexterity. Methodologically, the review systematically analyzes peer-reviewed articles from the last two decades, offering insights into how learning processes enhance both explorative and exploitative activities. The findings underscore the value of embedding learning in cultural and structural dimensions to promote adaptability and innovation, providing significant implications for organizational leaders and scholars.
... According to the theory of strategic ambidexterity, companies should operate efficiently in their current business areas, focusing on the short term, (exploitation), and at the same time, renew their activities, and innovate, for longterm effectiveness (exploration). (Duncan, 1976;March, 1991) 4. In terms of innovation, opposite effects prevail in both systems: ...
In an increasingly interconnected and globalized world, the field of International Management has become essential for understanding how businesses operate across diverse cultural, economic, and regulatory environments. As companies expand beyond national borders, managers face challenges that demand a nuanced understanding of different management practices, cultural sensitivities, and the complexities of operating within various institutional frameworks. This book addresses these challenges by providing a comprehensive guide to the key concepts, theories, and practical insights necessary for effective international management. Designed for a broad audience-including academics, students, and practitioners in management, international business, and organizational studies—it offers a framework supported by empirical studies, making it an indispensable resource for today’s business leaders and scholars.
... Hence, we defne deep structure usage as the integration of patient information from electronic medical records systems into nursing practice delivery. Deep structure usage can enhance users' performance via exploitation (of system functions) and exploration (of novel means of performing activities) [18], thus justifying its inclusion in our research. Figure 1 illustrates the research framework. ...
Background: Organizational turnover exacerbates the shortage of nurses in the global workforce. However, no study has yet explored how deep structure usage—nurses’ integration of electronic patient records into nursing practice delivery—reduces their turnover intention and moderates the impact of affective, continuance, and normative professional commitment on their turnover intention.
Aims: To ascertain (1) the linkage between the deep structure usage of electronic patient records and nurses’ organizational turnover intention and (2) the moderating role of deep structure usage on the associations between elements of commitment (affective, continuance, and normative) and turnover intention.
Methods: Using a cross-sectional survey and proportionate random sampling by ward unit, we collected data from 417 full-time nurses via a self-administered questionnaire. We performed hierarchical regression analyses to test the study hypotheses.
Results: Deep structure usage was not directly related to organizational turnover intention (β = −0.07, p=0.06). However, the results suggested that deep structure usage may enhance the effect of high affective commitment on nurses’ organizational turnover intention (β = −0.09, p=0.04), while potentially mitigating the effect of low continuance commitment on organizational turnover intention (β = 0.10, p=0.01).
Conclusions: Deep structure usage of electronic patient records helps to ease nurses’ workload and facilitates their retention, which is particularly due to their affective commitment (attachment) but not their continuance commitment (switching costs).
Implications for Nursing Management: Nursing management may advise hospital management that medical records systems need to be improved and fully embedded for nursing care delivery, as a more in-depth use of these systems can help to retain nurses.
... Ambidextrous scholars-those who engage in exploration, who experiment, play, discover, innovate, are flexible, and take risks, but who also exploit their discoveries to refine, choose, select, implement, and execute (March, 1991)-are likely to be advantaged in the AI era. Hence, a supportive scholarly environment for these scholars requires academic journals that create secure spaces where ambidexterity can flourish. ...
Entrepreneurship has entered a new era shaped by AI, demanding accelerated scholarly advances to keep pace with this transformative technology-yet this demands that academics bridge the gap between the AI revolution's ambiguities and meaningful scholarly contributions. To motivate and guide future research on AI's transformative role in entrepreneurship, we introduce an ongoing special issue in Entrepreneurship Theory and Practice (ETP) and outline multiple compelling opportunities for future research. Unlike typical editorials, we offer a prospective vision-rather than retrospective, after the articles have been accepted and published-at this project's outset, to empower the field to prospect and establish new scholarly foundations in the relatively uncharted world of AI in the domain of entrepreneurship. Accordingly, we highlight the 'AI PEN' (Prospecting and Establishing Nexus) as a desirable research approach to advance this literature going forward. We hope, and anticipate, that our invitation to submit proposals to this special issue facilitates novel empirical as well as theory-focused contributions to the literature.
... Viewing local search as a combination of exploration and exploitation [March, 1991], we note that local blind descent deploys exploration using blind search, then exploitation using local descent, and only returns to exploration as a final step when it reverts to blind search. ...
This paper investigates what properties a neighbourhood requires to support beneficial local search. We show that neighbourhood locality, and a reduction in cost probability towards the optimum, support a proof that search among neighbours is more likely to find an improving solution in a single search step than blind search. This is the first paper to introduce such a proof. The concepts underlying these properties are illustrated on a satisfiability problem class, and on travelling salesman problems. Secondly, for a given cost target t, we investigate a combination of blind search and local descent termed local blind descent, and present various conditions under which the expected number of steps to reach a cost better than t using local blind descent, is proven to be smaller than with blind search. Experiments indicate that local blind descent, given target cost t, should switch to local descent at a starting cost that reduces as t approaches the optimum.
This study theoretically analyzes the causal mechanism of financial risk on enterprise green performance through the influential pathway of green ambidextrous innovation. A-share listed companies from 2011 to 2021 were selected as research samples for regression analysis. The empirical findings indicate that both internal and external financial risks significantly impede enterprise green performance. Internal financial risk hinders enterprise green performance by restraining green ambidextrous innovation, while external financial risk impedes green performance solely by inhibiting exploratory green innovation. The mediating effect of exploitative green innovation was found to be insignificant. The outcomes of this research can provide guidance to enterprises in enhancing their green innovation capabilities and fostering green performance.
When implementing innovations, firms are faced with the need to make a choice between relatively inexpensive, but short-term in effect duration, or more expensive, but promising long-term benefits, projects. The first option of innovation learning is based on the use of existing technologies – usually in the form of ready-made technical solutions – while the second involves conducting its own research and development. The baseline and joint effects of exploitation and exploration of technologies as ways of learning innovation are not obvious, and therefore are the focus of numerous studies. The study presents estimates of the comparative effects of technology exploitation and exploration as factors of innovation activity changes in the economy of Russian regions in 2010–2022. A feature of the methodology used, taking into account the methodological limitations of official statistics, is the assessment of nonlinear and joint effects of exploitation and exploration, which makes them comparable with the world experience in studying such effects. The results of the study indicate the limited applicability of the innovation learning model through exploitation and exploration in modern Russia. It is established that such a model is not applicable to the top 20 regions in terms of innovative development. Within the 60 least developed regions, the effects of exploitation and exploration are dispersed in space. Linear exploitation costs increase the innovative activity of enterprises in the Southern Federal District, and linear exploration costs increase the enterprises of the Central Federal District. Quadratic exploitation costs, on the contrary, suppress innovation activity in the Southern Federal District, and quadratic exploration costs in the Far Eastern Federal District. The joint (synergistic) impact of exploitation and exploration has been recorded in the regions of the Urals, Siberia and the Far East. The results obtained make it possible to complement the world experience in studying innovation learning processes, taking into account the specifics of implementing innovation processes in Russian regions
Is creative destruction a dystopia or an opportunity? The lives of most people are already dominated by digital aspects such as data, artificial intelligence, networking, platforms, and digital customer interactions. Digital transformation is a process that has long since begun, and yet there are still companies that have not adapted their business models to the new reality. To be successful in the future, companies must understand the triggers and characteristics of digital transformation and learn to deal with discontinuities. The financial sector has had a lost decade, but other sectors have been able to benefit from disruptive technologies and build successful ecosystems. Digital innovations have a high strategic value, and disruption becomes an opportunity when companies adapt to the new competitive rules and engage with industry-unrelated and agile startups. The digital paradigm is modular and open to all who can contribute to customer value and the common good.
Professional services firms play a vital role in driving innovation and facilitating growth in various industries. Despite their potential, the professional services industry faces challenges in maintaining innovation maturity. While the innovation concept is widely researched, studies on the factors influencing innovation ambidexterity in the professional services industry are still lacking. This research aims to provide an empirical study on the factors influencing the innovation ambidexterity in these firms, especially on the role of customer trust and co-creation. This quantitative research was carried out through a structured survey instrument and used a convenience sampling technique. Data collected from 104 Indonesian professional industry employees were analysed using a structural equation model (SEM) with SmartPLS4 software version 4.1.0.0. This study concludes that customer trust is a key resource for conducting co-creation. Both customer trust and co-creation have direct impacts towards innovation ambidexterity, which in turn influences business performance. This study advances Dynamic Capabilities Theory with its insights, while managerial implications for companies, and suggestions for future research are also described.
Ransomware attacks and similar threats have become increasingly prevalent, often involving demands for ransom payments, sometimes repeated. This underscores the critical importance of organizational learning (OL) in protecting information assets. However, OL alone may not suffice to prevent cyberattacks exploiting zero-day capabilities. Thus, this research explores OL challenges and outcomes, examining notable past cybersecurity incidents in the United States. Through a timeline analysis, initial findings reveal two primary categories of OL challenges: pre-incident factors such as zero-day capabilities, and post-incident factors such as information asymmetry and an uneven playing field that favors cyber offense over defense. These challenges are identified as organizational tensions that serve as a negative force to OL. Building on these insights, the study proposes strategies to mitigate these tensions. In summary, this study contributes valuable insights into OL dynamics within a complex organizational context marked by intricate system dependencies.
Purpose: The type of business strategy chosen can affect all aspects and reports of the company. The purpose of this research is to investigate the moderating effect of cost leadership, differentiation, defensive and offensive business strategies on the relationship between fraudulent financial reporting and sustainability reporting. Method: The current research is an applied research in terms of the goal, and since we seek to discover the relationship between variables, it is classified in the descriptive-correlation research group. The statistical sample of the research includes 1.012 companies-year. To collect data, independent auditor's report, board of directors, management commentary, financial statements and explanatory notes and Kodal website were used. Findings: The research results indicate that the relationship between fraudulent financial reporting and sustainability is strengthened by the adjustment variable of business strategies. That is, fraudulent financial reporting and sustainability in companies following cost leadership business strategy are less than companies following differentiation strategy. It should be noted that companies following a defensive business strategy have fraudulent financial reporting and less stability than companies following an aggressive business strategy. Conclusion: Although both business strategies of Porter (1980) and Miles and Snow (1978) are in the same direction in classifying the strategy adopted by companies, but the business strategy of Miles and Snow (1978), (defensive and offensive) has a higher classification power and it shows the type of strategy adopted by the company better. Contribution: Users of financial and sustainability reports of the companies can learn about the possibility of fraudulent reporting according to the type of business strategy adopted by the companies, which is a special knowledge contribution to this research. Also, this research opens a new chapter in sustainability research by proving the effect of business strategy on the relationship between fraudulent reporting and sustainability reporting.
Absztrakt
A tanulmány célja, hogy feltárja a vállalati struktúrák és menedzsment elméletek fejlődésének irányait a modern digitális eszközök alkalmazásának fényében egy gyorsan változó környezetben. Elsőként a menedzsment dzsungel elmélet kerül bemutatásra, amely az előző évszázad ellentmondó és kaotikus elméleteire épül. A cikk részletesen tárgyalja a vállalati stratégiai gondolkodás és fenntarthatóság
elméleteit, beleértve Michael Porter öt tényezős versenyerő modelljét, a hibriditás fogalmát, a kognitívilleszkedés elméletét és a Solow paradoxont. Ezt követően a tanulmány részletezi a fejlesztések, innovációk és piaci verseny közötti kapcsolatokat, valamint az informatika és a vállalati termelékenység összefüggéseit, különösen Erik Brynjolfsson munkáira támaszkodva. A cikk célja, hogy összefoglalja a jelenlegi menedzsment elméleteket és vitairatként szolgáljon, felvetve olyan kérdéseket, amelyekre jelenleg nincs egyértelmű válasz. A tanulmány hangsúlyozza, hogy a vállalatoknak meg kell érteniük és alkalmazkodniuk kell ezekhez az elméletekhez a hosszú távú siker érdekében. Összességében a tanulmány célja, hogy hozzájáruljon a menedzsment elméletek további fejlődéséhez és gyakorlati alkalmazásához.
Kulcsszavak: menedzsment dzsungel elmélet; vállalati stratégia; fenntarthatóság; hibriditás; termelékenység
Abstract
The aim of the study is to explore the directions of development for corporate structures and management theories in light of the application of modern digital tools in a rapidly changing environment. Firstly, the management jungle theory is introduced, which is based on the conflicting and chaotic theories of the previous century. The paper elaborates on theories of corporate strategic thinking and sustainability, including Michael Porter's five-factor competitive model, the concept of hybridity, the theory of cognitive fit, and the Solow paradox. Following this, the study details the relationships between developments, innovations, and market competition, as well as the interconnections between IT and corporate productivity, particularly drawing on the works of Erik Brynjolfsson. The purpose of the article is to summarize current management theories and serve as a discussion paper, raising questions that currently have no clear answers. The study emphasizes that companies must understand and adapt to these theories for long-term success. Overall, the study aims to contribute to the further development and practical application of management theories.
Keywords: management jungle theory; corporate strategy; sustainability; hybridity; productivity
Serendipitous learning, characterized by the discovery of new insights and unexpected connections, is recognized as a valuable educational experience that stimulates critical thinking and self-regulated learning. While there have been limited efforts to develop serendipity-oriented recommender systems in education, these systems often fall short in supporting learners’ agency, that is, the sense of ownership and control over their learning journey. In this paper, we introduce an Interactive Evolutionary Computation (IEC)-driven recommender system designed to empower learners by granting them control over their learning experiences while offering recommendations that are both novel and unexpected yet aligned with their interests. Our proposed system leverages an Interactive Genetic Algorithm in conjunction with Knowledge Graphs to dynamically recommend learning content, with a focus on the history of scientific discoveries. We conducted both numerical simulations and experimental evaluations to assess the effectiveness of our content optimization algorithm and the impact of our approach on inducing serendipity in informal learning environments. The results indicate that a significant number of participants found certain recommended learning materials to be engaging and surprising, providing evidence that our system has the potential to facilitate serendipitous learning experiences within informal learning contexts.
The literature emphasizes the importance of structural ambidexterity in a company’s ability to consistently produce radical innovation (RI). Large companies possess a multitude of resources for product development in their mainstream: laboratories; hardware; software; human competencies; and specialized organizational functions in engineering, marketing, and finance, among others. The potential of these resources is immense, and it is not rational to duplicate them for RI development; it is better to leverage them when necessary for a newstream project. However, prior research has revealed that routine rigidities can pose key obstacles to leveraging resources from the mainstream for the newstream. Such rigidities, if not addressed, can hinder RI. Further, the factors facilitating resource leverage must be better understood. Based on data from over 12 years at a leading global high-tech company, this study focuses on how companies manage to leverage mainstream resources for newstream RI projects. The emergent grounded model contributes by elucidating the enablers and constraints within the mainstream and newstream domains for leveraging mainstream resources into the newstream. Additionally, the study proposes a viable configuration of the innovation management system that effectively eases the systematic leveraging of resources from the mainstream to the newstream.
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