Exploration, exploitation, and financial performance: analysis of S&P 500 corporations

By J. Uotila, Markku V. J. Maula, Thomas Keil, Shaker A. Zahra. 2009

957 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4bae5febf9e7dc333d1059e89742511f074524f0

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Citations in the corpus

Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap (2012, neutral): “The exploitation strategy reduces variety by increasing operational efficiency and improving the capability to adapt to the current environment (March, 1991; Uotila et al., 2009).”
Building innovation capability: The role of top management innovativeness and relative-exploration orientation (2017, positive): “Greater relative-exploration orientation enables firms to develop competitive advantages over rivals by leading the market trends (Uotila et al., 2009).”
Does Gender Diversity on Corporate Boards Reduce Information Asymmetry in Equity Markets? * (2017, methodology): “…Bond, 1991). he System GMM methodology has been commonly used to ontrol endogeneity problems (e.g. Beck et al., 2000; Lópezutiérrez et al., 2015; Uotila et al., 2009) and seems to e superior to the other option to control the endogeneity R A r D. Abad et al. sing panel data: Diff GMM. Finally,…”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, background): “” Our theory building contributes interdisciplinary insights at the intersection of the literature on organizational goals, on learning, and on adaptation by investigating the means by which extreme goals can prompt exploration (e.g., Rahmandad, 2008; Uotila et al., 2009) and dynamic capability deve”
Corporate entrepreneurship as knowledge creation and conversion: the role of entrepreneurial hubs (2015, background): “This work has addressed issues relating to organizational learning (Zahra et al. 2006; Tsang and Zahra 2008; Uotila et al. 2009) and capability development (Sapienza Autio et al. 2006).”
Effectuation, Exploratory Learning and New Venture Performance: Evidence from China** (2017, background): “New ventures focusing on exploratory learning are able to acquire pertinent knowledge and ways of knowing that will raise performance (McGrath 2001; Uotila et al. 2009).”