Beyond Dualism: Stability and Change As a Duality

Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development

“…Our perspective of process management also differs from that of Benner and Tushman (2003), who contend that exploitation is a set of routines, while exploration consists of non-routinized activities. We argue that both can be routines in light of the duality of change (e.g., Cunha and Cunha, 2003;Farjoun, 2010;Sutcliffe et al, 2000).…”

Exploration and exploitation and firm performance variability: a study of ambidexterity in entrepreneurial firms

“…As such, we acknowledge that exploration is resource-consuming in entrepreneurial firms to maintain continuity and avoid learning traps and helps maintain Bstability, safety, and robustness, usually in the face of persistent perturbations ( Farjoun 2010: 207). Exploration helps improvise responses to limit destabilization (Farjoun 2010;Perrow 1999). Exploration allows entrepreneurial firms to adapt decisions, rules, and actions to establish procedural rationality to assure stakeholders and investors of the fruition of future exchanges and increases trustworthiness, which are central to the conditions they face in the establishment process (Hannan and Carroll 1995).…”

“…Miller and Friesen 1982). In pursuing exploration, therefore, exploitation mitigates building blocks to Bgreatly reduce the need for trial and error, thereby economizing on cognition^ (Farjoun 2010(Farjoun : 2012. It also limits resource accumulation necessary to undertake riskier exploration initiatives.…”

Scale for classifying organizations as explorers, exploiters or ambidextrous

“…What are the endogenous and exogenous factors that would lead to one orientation or another? The final question focuses on a discussion of duality (Farjoun, 2010) or specialization. Does this mean that the company must simultaneously be the explorer and exploiter, or must it focus on one of these orientations?…”