Managers’ regulatory focus, temporal focus and exploration–exploitation activities

Abstract

Purpose The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level. More specifically, the authors hypothesised that temporal focus would act as a mediator in the relationship between managers’ regulatory foci and exploration–exploitation activities. Design/methodology/approach A survey was conducted with 541 managers from the USA. The model was tested using OLS regression models, followed by bootstrapped multiple-mediation analyses. Findings Managers’ promotion and prevention foci are associated with the extent to which they focus on the past, the present and the future, which is related to managers’ exploration and exploitation activities. Research limitations/implications The findings rely on self-report data. Practical implications This paper examines the chronic strategic tendencies of managers with different levels of promotion and prevention focus – in particular, the timeframes they are likely to focus on and exploration–exploitation levels they are likely to engage in. In doing so, this paper provides managers a way to detect and overcome their chronic strategic shortcomings. Originality/value This paper not only examines the link between regulatory focus and exploration–exploitation at the individual level, but also provides further insights regarding the nature of this relationship. More specifically, by putting forward temporal focus as a mediator of this relationship, this study contributes to the ongoing discussion about the potential link between regulatory focus and exploration–exploitation, and poses new questions for future research.

Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages

“…Temporal foci are defined as ‘allocation of attention to the past, present, and future’ (Shipp et al, 2009: 2); a future focus is associated with envisioning what the future is likely to bring. Concurrently, exploration has been conceptualised as a long-term activity with unclear outcomes in the distant future (Mom et al, 2009; Tuncdogan and Dogan, 2019). Exploration involves the development of new market possibilities, strong renewal or even the acquisition of new skills – all activities that have a long-term future focus.…”

“…Concurrently, exploration has been conceptualised as a long-term activity with unclear outcomes in the distant future (e.g. Mom et al, 2009;Tuncdogan and Dogan, 2019). Exploration involves the development of new market possibilities, strong renewal, or even the acquisition of new skills -all activities that have a long-term future focus.…”

CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach

“…Previous research has identified regulatory focusa motivational theory of goal attainment as a key CEO-related condition, or microfoundation, of organizational ambidexterity (Lanaj et al, 2012;Gorman et al, 2012;Kammerlander et al, 2015;Tuncdogan et al, 2017;Tuncdogan and Dogan, 2019). It is "a known antecedent of several concepts that correspond to the concepts by which exploration and exploitation are defined" (Tuncdogan et al, 2015, p. 14).…”

Validation study of the Italian version of Temporal Focus Scale: psychometric properties and convergent validity

“…Over the last decade, international research has produced a large number of studies that have shown the importance of temporal focus in various aspects of the lives of individuals, groups and organizations [ 3 – 5 ]. Some researchers have, for example, investigated temporal aspects related to attitudes [ 6 – 8 ], motivations [ 9 – 11 ], individual behaviours [ 12 – 14 ], the effects of time on team processes and performance [ 15 , 16 ], the role of time in organizational and strategic decisions [ 17 – 19 ] and the dimensions of socio-cultural influence that shape the shared representations of time [ 20 ].…”