Based on the resource-based view (RBV) and the dynamic capabilities (DC) approach, in this work we carry out a thorough literature review in order to identify which organizational actions and resources act as the main antecedents of exploration and exploitation. Also, by using the cognitive maps technique, we analyse to what extent these antecedents are present in managers' cognitive maps when they develop exploration or exploitation strategies, as well as when they try to develop radical and incremental innovations. Our results show that, firstly, managers develop cognitive maps that match our theoretical proposals about the organizational resources and capabilities that can lead to exploitation and exploration. Secondly, regarding innovation, although the antecedents of exploitation are used by managers as the way towards incremental innovation, some antecedents of exploration are expected to facilitate not only radical but also incremental innovations. These results provide interesting points for reflection on the topics addressed and lead us to conclude that the antecedents of exploration and exploitation should not be seen as separate ways towards different types of innovation, but as sets of resources on which to build configurations that facilitate radical or incremental innovation.

From a contingency view, we aim to contribute to a better understanding of how exploitation and exploration influence performance. By conducting a meta-analysis, we aim to answer the following research question: How do substantive moderators (slack resources, organizational structure, inter-organizational relationships, competitive intensity, and environmental dynamism), extrinsic moderators (region, size, and sector) and methodological moderators (data sources and performance measurement) affect the impact of exploitation and exploration on performance? The results of the meta-analysis, including 328 correlations, 102 studies, and a sample of 41,298 cases, suggest that the influence of exploitation and exploration on performance depends on the presence of the moderating factors included in our analysis. Furthermore, some of these factors are relevant for explaining a better performance of exploitation versus exploration, while other moderators do not determine a different effect of exploitation and exploration on performance. JEL CLASSIFICATION M10; M19; O3

Organizational structure is a determining factor in organizational performance. Although structural contingency theory in the field of organizational studies and the structural co-alignment theory in the field of strategic management, have provided points of reference to comprehend the phenomenon of organizational performance, there are still gaps to be filled and empirical validation is required, above all in the influences on performance and especially in relation to Colombian Small and Medium Enterprises (SMEs). As such, the objective of this study is to determine the effect of structural co-alignment on organizational performance, applying causal inference methodology to a structural equations model. The results will indicate that differentiation, centralization and formalization have a synergistic effect on performance, when the fit is achieved.

El artículo recoge los fundamentos teóricos acerca de los parámetros de diseño de la estructura de la organización, en el marco de la contingencia estructural, y da cuenta de la forma como las empresas están asumiendo eventos de re-estructuración. Se realiza un estudio de tipo descriptivo en una muestra de 92 pymes manufactureras de Bogotá. Los resultados demuestran que: a) el re-diseño organizacional no atiende propiamente a un ejercicio formal y sistemático a partir de la estrategia, b) el ajuste estructural con el entorno se da de manera parcial y c) la re-estructuración, cuando ocurre, simplemente responde a maniobras de traslación, eliminación o creación de cargos tomando como único referente el organigrama.

Purpose The purpose of this paper is to determine the effect of the co-alignment of structural variables on innovation, wherein Bogotá-based SMEs, belonging to the industrial, commercial and services sectors, were used as samples. Design/methodology/approach The study was conducted using a causal inference methodology and through the application of a structural equation model. Findings The results indicate that organizational structure has an influence on innovation, although this is true only for some variables and only when the analysis is performed separately. When performed under strategic co-alignment conditions, however, its influence becomes greater. Originality/value Organizational structure and innovation are determining factors of organizational performance. Although the strategic co-alignment theory has provided points of reference to understanding the phenomenon of organizational performance, there are still many gaps left to be filled. Additionally, it also requires empirical validation especially in relation to Colombian SMEs – and this is where this work makes a contribution.