Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators

By Justin J. P. Jansen, F. V. D. van den Bosch, Henk W. Volberda. Management Sciences, 2006

3,661 citations recorded by the source corpus.

Subfields: Computer Science Applications, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bdb2a4f197ba6da046ac8c41789fb53b1ba06c38

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Citations in the corpus

Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations (2009, background): “…and empirical studies of innovation types have thus far focused on their antecedents; namely, environmental and organizational conditions that enhance or hamper the process of generation or adoption of each type ( Jansen et al., 2006; Kimberly and Evanisko, 1981; Tornatzky and Fleischer, 1990).”
Depth and breadth of external knowledge search and performance: The mediating role of absorptive capacity (2015, methodology): “To measure environmental dynamism, we used a three item measure, rated on an eight-point Likert scale (Jansen et al., 2006; Jaworski & Kohli, 1993).”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “2007) because a top-down approach reflects a centralized locus of decision-making authority and a narrower channel of communication within the organization (Cardinal 2001; Jansen et al. 2006).”
The roles of absorptive capacity and cultural balance for exploratory and exploitative innovation in SMEs (2017, background): “On this matter, previous studies highlight the importance of pursuing two types of innovation, exploratory and exploitative (He&Wong, 2004; Jansen et al., 2006).”
Dynamic capabilities through continuous improvement infrastructure (2009, background): “Second, there needs to be a balance between projects that are intended to improve existing process capabilities and those that seek to design new processes (Jansen et al., 2006; March, 1991; Tatikonda and Rosenthal, 2000a,b).”
The Fit between Technological Innovation and Business Model Design for Firm Growth: Evidence from China (2014, positive): “Exploratory innovation and exploitative innovation We adopted the scales employed by the work of He and Wong (2004) and Jansen et al. (2006). We asked senior managers to indicate, on a 1–5 likert scale, the extent to which nine different statements were true regarding technological innovation in the”
The combined effects of internal and external supply chain integration on product innovation (2013, background): “In addition to managing trade-offs between the two, recent studies argue that both exploitation and exploration are inter-independent and firms can perform both at a high level concurrently (e.g., Lavie & Rosenkopf, 2006; Jansen et al., 2006; Greve, 2007).”
Absorptive capacity and relationship learning mechanisms as complementary drivers of green innovation performance (2018, background): “…knowledge that will allow the development of new products/services and ideas (Newey and Zahra, 2009) differentiating the firm from their competitors (Jansen et al., 2006; García-Zamora et al., 2013), and gives firms a potential advantage in terms of knowledge acquisition (Wales et al., 2013).”
Exploratory innovation, exploitative innovation, and performance: Influence of business strategies and environment (2010, methodology): “Empirical works have been done in previous literature arguing that there is a fit between exploratory innovation and exploitative innovation (He and Wong, 2004; Menguc and Auh, 2008), and also a fit between the two types of innovation and context variables including business strategies and external ”
Absorptive capacity, innovation, and financial performance (2011, background): “In addition, Jansen et al. (2006) demonstrate that, under different environmental conditions, exploratory and exploitative innovations contribute to profitability-based measures of performance.”
Quadruple Innovation Helix and Smart Specialization: Knowledge Production and National Competitiveness (2016, background): “Thus, researchers focus on studying their drivers and outcomes (see for example [Jansen, 2006]).”