2022
DOI: 10.1016/j.technovation.2021.102416
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Exploratory and exploitative capability paths for innovation: A contingency framework for harnessing fuzziness in the front end

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Cited by 15 publications
(8 citation statements)
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“…The research used exploratory (Alamer, 2022) design to obtain the deeper understanding (Gama, Sjödin, Parida, Frishammar & Wincent, 2022) of sustainable development, green chemistry and chemistry learning linkages as well as chemistry lesson design to achieve one or more SDGs. The type of exploratory framework was used combination between primary and secondary type research method.…”
Section: Design Of the Researchmentioning
confidence: 99%
“…The research used exploratory (Alamer, 2022) design to obtain the deeper understanding (Gama, Sjödin, Parida, Frishammar & Wincent, 2022) of sustainable development, green chemistry and chemistry learning linkages as well as chemistry lesson design to achieve one or more SDGs. The type of exploratory framework was used combination between primary and secondary type research method.…”
Section: Design Of the Researchmentioning
confidence: 99%
“…This study uses an exploratory descriptive design that emphasizes qualitative rather than quantitative data (Creswell, 2012). According to Alamer (2022) the exploratory research design is to gain a deeper understanding (Gama et al, 2022) of teacher and student perceptions regarding Green chemistry and its principles in chemistry learning. The exploration carried out was to analyze the perceptions of teachers and students towards GC.…”
Section: Research Design and Proceduresmentioning
confidence: 99%
“…Strategic selection capabilities for filtering and reconstructing scanned information are paramount for enterprises' ability to remain competitive (Paliokait_ e and Pac ˇ_ esa, 2015). In fact, not all external information is relevant to innovation, and the inflow of large amounts of information makes the innovation decisions of enterprises more complex (Gama et al, 2022) (Day and Schoemaker, 2006). Thus, the effective interpretation, combination and reorganization of key external information such as technology trends, potential customers and business models can help enterprises improve their understanding of when to use external knowledge and how to formulate strategic priorities (Paliokait_ e and Pac ˇ_ esa, 2015).…”
Section: Organizational Foresight and Exploratory Innovationmentioning
confidence: 99%
“…An important root cause of this dilemma is that exploratory innovation and exploitative innovation follow different managerial logics, and enterprises are not aware of the need to deploy different management practices in this context (Chen, 2017; O'Reilly and Binns, 2019). Exploratory innovation often extends beyond the existing market, and the process of such innovation is complicated and fuzzy; accordingly, it is difficult for this process to generate direct benefits (Gama et al , 2022; Lavie et al , 2010; March, 1991). As a result, because of their successful experience and previously established routines, enterprises tend to underestimate the necessity of exploratory innovation at the planning stage and focus solely on exploitative innovation (Andriopoulos and Lewis, 2009; Atuahene-Gima, 2005; Shibata et al , 2022).…”
Section: Introductionmentioning
confidence: 99%