Balancing exploration and exploitation: The moderating role of competitive intensity

Auh, Seigyoung; Mengüç, Bülent

doi:10.1016/j.jbusres.2004.11.007

Cited by 679 publications

(620 citation statements)

References 35 publications

(37 reference statements)

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“…For example, since customers have fewer alternatives and may be less able to easily switch suppliers, they are more likely to continue to purchase from the firm (Cadogan et al 2003). Under such conditions, export ventures can better predict the outcomes of their strategic actions designed to pursue intended goals (Auh & Menguc 2005). In contrast, in highly competitive markets customers have a wider array of supplier choices.…”

Section: The Role Of External Environmentmentioning

confidence: 99%

“…In contrast, in highly competitive markets customers have a wider array of supplier choices. In addition, when rivalry is intense, the export venture has to constantly try to anticipate and respond to rivals' actions, and the results of its own planned behavior are more difficult to accurately predict (Auh & Menguc 2005;Murray et al 2011). As a result, it may be harder for the export venture to realize its goals with respect to achieving positional advantages over rivals.…”

Section: The Role Of External Environmentmentioning

confidence: 99%

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Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

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The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet, the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal-realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal-realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments, are better able to realize their intended strategic objectives and thereby enjoy superior performance.

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Section: The Role Of External Environmentmentioning

confidence: 99%

Section: The Role Of External Environmentmentioning

confidence: 99%

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Spyropoulou

Katsikeas

Skarmeas

et al. 2017

J. of the Acad. Mark. Sci.

View full text Add to dashboard Cite

show abstract

“…Auh and Menguc (2005) found that exploration is positively associated with long-term performance, as measured by market share growth and sales growth, whereas exploitation contributes to short-term performance, as measured by return on assets. Junni, Sarala, Taras, and Tarba (2013) conducted a meta-analysis on exploration, exploitation, and ambidexterity.…”

Section: Theoretical Backgroundmentioning

confidence: 97%

A Symbolic Outcome of Exploration and Exploitation: The Mediation Effect of Exploration and Exploitation on the Relationship between Innovation Actions and Firm Reputation

Yu¹

2017

IJITMSB

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“…The aim of this study is therefore to explore how marketing exploration and marketing exploitation can be simultaneously achieved, through a multilevel analysis that integrates the operational as well as the managerial level [8]. Furthermore, in the literature, it can be argued that ambidexterity influence organizational performance [3,5,9,10,15,20,26,30,34,57,58]. DOI …”

Section: Ambidextrous Marketingmentioning

confidence: 99%

Impact Of Ambıdextrous Marketıng On Market And Fınancıal Performance

Tokgöz¹,

Akatay²,

Özdemir³

2017

KSS

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Firms need ambidextrous marketing functions which is being capable of exploitation and exploration of markets. In this research, impact of ambidextrous marketing on market performance and financial peformance is revealed using Structural Equation Model (SEM). Small and Medium-Sized Enterprises (SMEs) operating in information technology have been selected. For this reason, sample of the study was collected via questionnaire through 392 SME's managers and owners. According to the results of the model; marketing exploitation has significant and positive direct effect on market performance while marketing exploration has significant and positive effects on market and financial performance. When dependent variables are examined, it is revealed that market performance has significant and positive direct effect on financial performance. As a result, it is demonstrated that ambidextrous marketing has impact on market and financial peformance.

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Balancing exploration and exploitation: The moderating role of competitive intensity

Cited by 679 publications

References 35 publications

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment

A Symbolic Outcome of Exploration and Exploitation: The Mediation Effect of Exploration and Exploitation on the Relationship between Innovation Actions and Firm Reputation

Impact Of Ambıdextrous Marketıng On Market And Fınancıal Performance

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