The Application of External Knowledge: Organizational Conditions for Exploration and Exploitation

By Paul E. Bierly III, Fariborz Damanpour, M. Santoro. 2009

453 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/70714e6c04c098ef3aafa123d28b98d3533f2c6f

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Citations in the corpus

In Pursuit of Greatness: CEO Narcissism, Entrepreneurial Orientation, and Firm Performance Variance (2013, unknown): “Along this continuum, EO represents a strategic orientation characterized by the pursuit of more risky, growth oriented opportunities (Bierly et al., 2009; Wiklund and Shepherd, 2011).”
Exploratory and exploitative innovation: To what extent do the dimensions of individual level absorptive capacity contribute? (2017, background): “Hence, exploratory innovations are new technologies, products, or services that can potentially make existing ones obsolete or non-competitive (Bierly et al., 2009; Hernández-Espallardo et al., 2011).”
Exploitation- and exploration-based innovations: The role of knowledge in inter-firm relationships with distributors (2011, background): “In particular, learning from external relationships is important, as it expands the firm’s knowledge base (Amara et al., 2008; Bierly et al., 2009), so that the firm’s ability to recognise the value of new information from external relationships and then apply it to commercial ends—which…”
The Dynamics of Labour Flexibility: Relationships between Employment Type and Innovativeness (2011, unknown): “Similarly, firms that conduct their own R&D and seek external knowledge related to their core competences can more effectively incorporate this external knowledge and use it to enhance innovativeness (Bierly et al., 2009).”
Commitment-based HR practices, different types of innovation activities and firm innovation performance (2013, background): “Damanpour and Evan 1984 ; Damanpour, Szabat and Evan 1989 ; Damanpour and Gopalakrishnan 2001 ; Bierly, Damanpour and Santoro 2009 ).”
Footnotes to Research on Management Innovation (2014, background): “For example, Birkinshaw et al. (2008) identified four main theoretical approaches—institutional, fashion, cultural, and rational—and pointed out that research on management innovation draws insights from all four but relates mostly to the rational approach. Sturdy (2004) contrasted the rational appr”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Indeed, scholars have argued that absorptive capacity as a construct is often a black box (Bierly et al., 2009; Lane et al., 2006; Lewin et al., 2011).”