Exploring Exploration Orientation and its Determinants: Some Empirical Evidence

By Jatinder S. Sidhu, Henk W. Volberda, Harry R. Commandeur. 2004

217 citations recorded by the source corpus.

Subfields: Communication, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/169141820511959a08c0e6a837b14633136ec819

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In Communication

In Management Information Systems

In Strategy and Management

Citations in the corpus

The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation (2007, background): “Fo r pe rs on al u se o nl y, a ll ri gh ts r es er ve d. more explorative supply, demand, and spatial search, others may be more exploitative (Sidhu et al. 2004).”
Organizational Ambidexterity: Past, Present, and Future (2013, background): “In a seminal article (1991), James March noted that the fundamental adaptive challenge facing firms was the need to both exploit existing assets and capabilities and to provide for sufficient exploration to avoid being rendered irrelevant by changes in markets and technologies.”
Organizational Ambidexterity: Towards a Multilevel Understanding (2009, unknown): “Conversely, organizations competing in dynamic environments must be strategically flexible and efficient because customer needs and competitor activities demand immediate action (Sidhu et al., 2004).”
Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011, background): “Third, if the senior team lacks a consensus about the importance of ambidexterity, those who are uncommitted will be encouraged to resist the effort, diminishing cooperation, increasing competition for resources, and slowing down execution.(18) The absence”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “In particular, within the realm of adaptive theory, factors associated with the success rates of exploratory initiatives have received limited discussion (Sidhu et al., 2004).”