Exploratory Learning, Innovative Capacity, and Managerial Oversight

By Rita Gunther McGrath. 2001

1,360 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02f4d3ba6ebfcfec95a34e4be36bd8603e8d71ed

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector (2016, background): “The strategy literature is more accommodating on the role of dominant actors in sectoral change, with many emphasizing incumbent conservatism or inertia (Benner, 2010; McGrath, 2001; Miller and Chen, 1994; van Wijk et al., 2013; Zirger and Maidique, 1990).”
Organizational Ambidexterity: Past, Present, and Future (2013, background): “…and O’Reilly proposed that organizational ambidexterity—defined as “The ability to simultaneously pursue both incremental and discontinuous innovation…from hosting multiple contradictory structures, processes, and cultures within the same firm (p. 24)—was required for long tern firm survival.”
Balancing Exploration and Exploitation in Alliance Formation (2006, background): “Specifically, exploration enhances adaptation to environmental changes by increasing variance (McGrath, 2001) and undertaking long jumps (Levinthal, 1997) that enable the firm to explore new knowledge outside its domain (Rosenkopf and Nerkar, 2001).”
Exploratory and exploitative innovation: To what extent do the dimensions of individual level absorptive capacity contribute? (2017, background): “Exploration requires new knowledge or departure from existing knowledge to allow novel Schumpeterian combinations (Barirani et al., 2015; Datta and Jessup, 2013; McGrath, 2001; Schumpeter, 1939).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “…form a paradoxical relationship (Andriopoulos and Lewis, 2010; Raisch and Zimmermann, 2017; Smith and Lewis, 2011) as they require substantially different structures, processes, strategies and capabilities (Benner and Tushman, 2003; Chang et al., 2009; McGrath, 2001; Siggelkow and Levinthal, 2003).”
Explorative and Exploitative Learning from External Corporate Ventures (2005, background): “Explorative learning emphasizes learning by generating variation (McGrath, 2001).”
The Influence Of Human Capital On The Innovativeness Of Firms (2010, background): “Innovation that may serve as the basis for competitive advantage (Khazanchi, Lewis, & Boyer, 2007), is strongly linked to knowledge (Levinthal & March, 1993; McGrath, 2001; Peng, Schroeder, & Shah, 2008).”
Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects (2009, background): “The exploitative units need to mobilize information and knowledge within the firm to improve the efficiency of existing organizational routines (Benner and Tushman 2003, March 1991), whereas the exploratory units need to get detached from the existing routines with more scanning of information and k”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, neutral): “…refinement, implementation, and execution) while also investing in activities that “explore” new, unknown possibilities (i.e., experimentation, innovation, playfulness; e.g., Kang, Morris, & Snell, 2007; Levinthal & March, 1993; March, 1991; McGrath, 2001; Sitkin, Sutcliffe, & Schroeder, 1994).”
Empathy and complex task performance: two routes to leadership (2002, methodology): “, social desirability, likeability, similarity, and negative affect; Schmitt, 1994) were averaged out and variance was compressed, allowing for a conservative interpretation of the results (McGrath, 2001).”
Exploitative Learning and Entrepreneurial Orientation Alignment in Emerging Young Firms: Implications for Market and Response Performance (2007, positive): “McGrath (2001) found that probing and experimenting are essential if firms are to develop an innovative capacity to achieve effective adaptation to continuously changing conditions.”