Organising the interplay between exploitation and exploration: The case of interactive development of an information system

Hjelmgren, Daniel; Dubois, Anna

doi:10.1016/j.indmarman.2012.11.008

Cited by 16 publications

(9 citation statements)

References 25 publications

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“…Similarly, Epsilon has learnt to say no to customers that require too different solutions and thus to identify situations wherein similarities cannot be exploited. Learning what similarities to exploit and how to do this entails capturing of economies of scale and scope (Hjelmgren & Dubois, 2013). In addition, certain 'use centered' similarities may facilitate the engagement of particular customers as references for other customers.…”

Section: Case Analysismentioning

confidence: 99%

Strategizing as networking for new ventures

Aaboen

Dubois

Lind

2013

Industrial Marketing Management

Self Cite

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Section: Case Analysismentioning

confidence: 99%

Strategizing as networking for new ventures

Aaboen

Dubois

Lind

2013

Industrial Marketing Management

Self Cite

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“…Because inflection points may be reached in the enhancement of marketing exploration capabilities and marketing exploitation capabilities, manufacturing enterprises should seek to find an equilibrium between the two, reflecting the current state of the enterprise's resources. In view that "exploitation and exploration strategies are associated with different organizational structures" [85] (p. 96) and "exploitative innovation was more important than exploratory innovation for startup restaurants, while exploratory innovation was more important for established restaurants" [59] (p. 1), an enterprise may preferentially develop different marketing capabilities (exploratory or exploitative marketing capabilities) in view of its market environment, organizational structure, and corporate life cycle and attempt to achieve different market-based innovation goals (exploratory or exploitative market-based innovation).…”

Section: Managerial Implicationsmentioning

confidence: 99%

Ambidextrous Marketing Capabilities, Exploratory and Exploitative Market-Based Innovation, and Innovation Performance: An Empirical Study on China’s Manufacturing Sector

Pei

Lin

et al. 2021

Sustainability

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Despite the acknowledged importance of innovation for enterprises’ sustainable development, in comparison to technological innovation, research on market-based innovation is still in its nascent stage. It is unclear what factors will predict market-based innovation and how market-based innovation boosts innovation performance. Therefore, based on an adaptive marketing capabilities perspective and drawing on insights from the organizational ambidexterity literature, this study explored the relationships among enterprises’ marketing capabilities, market-based innovation and innovation performance. Data collected from 237 manufacturing enterprises in China were analyzed using hierarchical regression analysis and bootstrapping methods. The results showed that: (1) Marketing capabilities and market-based innovation activities are both ambidextrous. Specifically, marketing capabilities include marketing exploration capabilities and marketing exploitation capabilities, and market-based innovation includes exploratory market-based innovation and exploitative market-based innovation. (2) Ambidextrous marketing capabilities can enhance innovation performance significantly, with ambidextrous market-based innovation playing a partial mediating role in this relationship. Specifically, marketing exploration capabilities affect innovation performance through the partial mediating role of exploratory market-based innovation, whereas marketing exploitation capabilities affect innovation performance through the partial mediating role of exploitative market-based innovation. (3) Exploratory market-based innovation negatively moderates the relationship between exploitative market-based innovation and innovation performance, and exploitative market-based innovation also exerts a negative moderating effect on the exploratory market-based innovation–innovation performance association. These findings complement and enrich the ambidextrous capability (innovation) theory, helping manufacturing enterprises to better understand and deploy ambidexterity, and hence to achieve sustainability.

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“…On the other hand, since the interplay is generally short (in terms of time) and dynamic, it can be said that the two learning behaviors exist simultaneously, as in the punctuated equilibrium approach. Moreover, while the existence of interplay has been discussed in several studies, 33 , 35 – 37 other authors believe that interplay occurs over a relatively long period of time. We, on the other hand, suggest that the interplay (ie, leaping) can occur over very short time periods: days or even hours.…”

Section: Integration Of Exploitation and Exploration Learned Behaviormentioning

confidence: 99%

Time to follow guidelines, protocols, and structured procedures in medical care and time to leap out

Kobo-Greenhut¹,

Notea²,

Ruach³

et al. 2014

RMHP

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Present medical practice encourages management according to written guidelines, protocols, and structured procedures (GPPs). Daily medical practice includes instances in which “leaping” from one patient management routine to another is a must. We define “frozen patient management”, when patient management leaping was required but was not performed. Frozen patient management may cause significant damage to patient safety and health and the treatment quality. This paper discusses the advantages and disadvantages of GPP-guided medical practice and gives an explanation of the problem of frozen patient management in light of quality engineering, control engineering, and learning processes. Our analysis of frozen patient management is based on consideration of medical care as a process. By considering medical care processes as a closed-loop control process, it is possible to explain why, when an indication for deviation from the expected occurs, it does not necessarily attract the medical teams’ attention, thereby preventing the realization that leaping to an alternative patient management is needed. We suggest that working according to GPPs intensifies the frozen patient management problem since working according to GPPs relates to “exploitation learning behavior”, while leaping to new patient management relates to “exploration learning behavior”. We indicate practice routines to be incorporated into GPP-guided medical care, to reduce frozen patient management.

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Organising the interplay between exploitation and exploration: The case of interactive development of an information system

Cited by 16 publications

References 25 publications

Strategizing as networking for new ventures

Strategizing as networking for new ventures

Ambidextrous Marketing Capabilities, Exploratory and Exploitative Market-Based Innovation, and Innovation Performance: An Empirical Study on China’s Manufacturing Sector

Time to follow guidelines, protocols, and structured procedures in medical care and time to leap out

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