Exploratory and Exploitative Learning in New Product Development: A Social Capital Perspective on New Technology Ventures in China

By Kwaku Atuahene-Gima, Janet Murray. 2007

606 citations recorded by the source corpus.

The authors examine the differential effects of the structural, relational, and cognitive dimensions of social capital on exploratory and exploitative learning in new product development in new ventures in China. In addition to investigating the potential nonlinear relationships between exploratory and exploitative learning and new product performance, the authors examine the relationship between the interaction of the two types of learning and new product performance. The findings suggest that different dimensions of social capital are indeed significantly related to the level of exploratory and exploitative learning. The results also support the argument that firms need a balance of exploratory and exploitative learning to enhance performance. The findings draw the attention of managers from multinational firms operating in China to the important role of social capital in enhancing new product performance.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d4c82cebc039a995443aa68a615cb91561ecf92b

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Citations in the corpus

Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap (2012, positive): “, 2002), and greater resources to overcome the costs of innovation (Atuahene-Gima and Murray, 2007), all of which support innovation and strategic learning.”
Relationship Capabilities, Quality, and Innovation as Determinants of Export Performance (2009, background): “Organizational learning enables firms to improve and innovate continually within the confines of their current business model and to innovate by developing new industry business models or even new industries (Atuahene-Gima and Murray 2007; Baker and Sinkula 1999).”
Intellectual Capital, Knowledge Sharing, and Innovation Performance: Evidence from the Chinese Construction Industry (2019, background): “By engaging in product and service innovation, enterprises can improve their performance and maintain a competitive advantage in the market [6,7].”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “There is some prior research that would support the argument that a top-down approach is well suited for an IS innovator since top management operates in a social context that spans organizational boundaries in which extra-industry ties provide managerial awareness of different strategic alternative”
Whose Innovation Performance Benefits More from External Networks: Entrepreneurial or Conservative Firms?* (2016, background): “According to the social capital literature, large firms and SMEs have inherent differences in their accessibility to internal social capital (Atuahene-Gima and Murray, 2007).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “This work has recently been extended to include the notion of ambidexterity (e.g., Atuahene-Gima and Murray 2007, Lin et al. 2007).”
Success Patterns of Exploratory and Exploitative Innovation (2013, background): “…(lieberman & Montgomery, 1988) may last for a comparatively long time, increasing the duration of monopolistic advantages and high returns (Atuahene-gima & Murray, 2007). last, there is positive effect of exploratory innovation on skills and capabilities necessary for survival and…”
The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship (2010, background): “criticism or looking foolish (Atuahene-Gima and Murray, 2007), so it also enhances the”