Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities

By Aybars Tuncdogan, F. Bosch, Henk W. Volberda. 2015

90 citations recorded by the source corpus.

In recent years, there has been strong interest in leaders' exploration and exploitation activities, especially because of their positive effects on performance. Most prior research in this area has focused on the organizational antecedents of leaders' exploration and exploitation activities, with less consideration given to the psychological precursors. This paper draws upon insights from the behavioral strategy literature to inform our theoretical perspective on leaders' exploration–exploitation activities. In particular, by conceptually linking leaders' regulatory focus and exploration–exploitation, we provide a theoretical framework to explain these activities from a psychological viewpoint. Moreover, we employ two moderator variables to better understand the different properties and boundaries of this framework. All in all, this paper has a number of implications for strategic leadership theory and practice.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/55dce962317792b18f8a36b8bd2001683df4bcaf

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In Organizational Behavior and Human Resource Management

1. Timothy M. Devinney
2. Dovev Lavie
3. Ralf Wilden

Citations in the corpus

• Revisiting James March (1991): Whither exploration and exploitation? (2018, background): “Recent studies have worked toward developing a behavioral theory of strategy, explicitly building on March (1991) (e.g. Reitzig and Sorenson, 2013; Tuncdogan et al., 2015).”