Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis

By Zi-Lin He, Poh Kam Wong. Organ. Sci., 2004

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The combined effects of internal and external supply chain integration on product innovation (2013, methodology): “We adapted the method for measuring complementary and balance between exploration and exploitation by He and Wong (2004).”
Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities (2013, background): “There are two operationalizations of ambidexterity (e.g., He & Wong, 2004 ).”
Transformational leadership and ambidexterity in the context of an acquisition (2009, background): “Evidence of the coexistence of exploration and exploitation comes from manufacturing firm innovation (He & Wong, 2004), customer service teams using both standardized and creative processes (Gilson et al., 2005), concurrent feedback and feed-forward learning in mutual fund firms (Bontis, Crossan, &…”
Business model innovation: The effects of exploratory orientation, opportunity recognition, and entrepreneurial bricolage in an emerging economy (2015, methodology): “Based on Atuahene-Gima (2005) and He and Wong (2004), we took four items to measure exploratory orientation.”
Effects of Leadership Style on Team Learning. (2010, background): “Typically, the feed-forward process for developing learning results in more performance variation than what would be experienced with feedback learning (He and Wong, 2004).”