Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism†

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How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

What I See, What I Do (2015, methodology): “We measured the three environmental factors following the convention in the field (Li & Tang, 2010; Palmer & Wiseman, 1999; Wang & Li, 2008).”
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society (2011, unknown): “However, research has shown that environmental dynamism has a positive relationship with new venture creation (Aldrich, 2000) and innovation through the stimulation of exploration (Wang & Li, 2008).”
Knowledge Maturity and the Scientific Value of Innovations (2017, background): “As a result, it becomes more difficult, costly, and time-consuming for the inventor to recognize, evaluate, and retrieve mature knowledge that is also technologically distant (Cohen & Levinthal, 1990; Wang & Li, 2008).”
Organizational Ambidexterity: Past, Present, and Future (2013, background): “Finally, as suggested by March (1991), the evidence is that either the under- or over-use of ambidexterity comes at a cost (e.g., Benner & Tushman, 2002; Mitchell & Singh, 1993; Wang & Li, 2008).”
Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities (2013, background): “Wang and Li (2008) only focus on one external environmental variable (i.e., environmental dynamism) shaping the detrimental impact of over-exploitation and over-exploration on organizational performance.”