Hiring Stars and Their Colleagues: Exploration and Exploitation in Professional Service Firms

By Boris Groysberg, Linda-Eling Lee. Organ. Sci., 2009

335 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/c532c92d70818892c90d22bdc7e9a0304bb43a4b

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Citations in the corpus

Opportunity Structures in Established Firms (2012, background): “Internal fund formation typically occurs at the individual level because the formation of a new venture in professional services hinges primarily on the employee’s specialized knowledge (Groysberg and Lee, 2009; Groysberg, 2010).”
Employee Mobility and Organizational Outcomes (2016, background): “…1991; Huckman & Pisano, 2006), their performance may be substantially embedded in internal team-level relational capital (Campbell et al., 2014; Groysberg & Lee, 2009), or their human capital may be complementary with resources and information that are accessed through internal and external…”
International ambidexterity and firm performance in small emerging economies (2013, background): “Groysberg and Lee (2009) present evidence that the probability of”
The Essence of Dynamic Capabilities and their Measurement (2018, background): “2011), hiring employees to explore new markets (Groysberg and Lee 2009) and performing particular types of innovations (Ganter and Hecker 2013).”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, methodology): “Groysberg and Lee (2009) further show that star analysts who transfer to a new employer in an exploration role (by covering an industry new to the firm) experience a more severe performance decline than analysts who take on an exploitation role (by covering an industry already covered by the firm).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “For example, there is a rich body of literature that focuses on “stars” (e.g., Rosen, 1981; Zucker & Darby, 1996), often defined as individuals who contribute disproportionately to unit outcomes (e.g., Groysberg & Lee, 2009; Hess & Rothaermel, 2011; Rothaermel & Hess, 2007).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, background): “In many team-based projects, there is motivation to implement exploitation practices to minimize ambiguity and manage multiple task requirements (Gilson et al., 2005; Groysberg & Lee, 2009).”
The innovative performance of firms in heterogeneous environments: the interplay between external knowledge and internal absorptive capacities (2018, background): “…capabilities that mediate the acquisition of individually embodied human and relational capital (e.g. Adler and Kwon, 2002; Hatch and Dyer, 2004; Groysberg and Lee, 2009; Mayer et al., 2012), and (ii) firms’ strategic behavior in the way in which they achieve the optimal matching between…”
Marks of Distinction (2015, background): “The analysts ranked All-America enjoy rewards in terms of visibility (He, Mian, and Sankaraguruswamy, 2005), pay (Groysberg and Lee, 2009), and career opportunities (Hayward and Boeker, 1998).”
Micro-Foundations of Firm-Specific Human Capital: When Do Employees Perceive Their Skills to be Firm-Specific? (2016, positive): “Similarly, studies have found that individuals tend to suffer a decline in performance upon moving to other workplaces (Campbell, Saxton, & Banerjee, 2014; Groysberg & Lee, 2009; Groysberg, Lee, &Nanda, 2008; Huckman & Pisano, 2006).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “…in this special issue indicate that differences in size and resource endowment (Cao et al. 2009), industry contexts (Andriopoulos and Lewis 2009, Groysberg and Lee 2009), and environmental dynamism (Cao et al. 2009, Mom et al. 2009, Rothaermel and Alexandre 2009) matter when relating…”