Performance Effects of Exploratory and Exploitative Innovation Strategies and the Moderating Role of External Innovation Partners

Schamberger, Daniel K.; Cleven, Nina J.; Brettel, Malte

doi:10.1080/13662716.2013.805928

Cited by 40 publications

(21 citation statements)

References 79 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In particular, numerous researchers defend the idea that firms should combine between exploitative and exploratory innovations to guarantee their survival and performance in the short and long-term (Benner and Tushman, 2003;Schamberger et al, 2013;Soto-Acosta et al, 2018). Whereas exploitative innovation is focused on firms' short-term survival and competitiveness, exploratory innovation aims to assure firms' survival and competiveness in the long-term (Schamberger et al, 2013). Exploratory innovation produces returns that are uncertain and often negative on the court term (March, 1991).…”

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

“…Indeed, numerous researchers (Berraies and Hamouda, 2018;Jansen et al, 2006) outlined that organizational ambidexterity, namely the companies' ability to implement both exploratory and exploitative innovations is a key survival and prosperity factor. Exploitative innovation activities are likely to boost court-term returns that can be reinvested in exploratory innovation activities (Schamberger et al, 2013). Also, exploratory innovation guarantees long-term returns by avoiding the knowledge obsolescence and status quo and responding to context's changes (Schamberger et al, 2013).…”

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

“…Exploitative innovation activities are likely to boost court-term returns that can be reinvested in exploratory innovation activities (Schamberger et al, 2013). Also, exploratory innovation guarantees long-term returns by avoiding the knowledge obsolescence and status quo and responding to context's changes (Schamberger et al, 2013).…”

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

See 2 more Smart Citations

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Berraies

Abidine

2019

JKM

101

120

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation. Design/methodology/approach The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method. Findings Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation. Originality/value While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

show abstract

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

Section: Exploratory and Exploitative Innovationsmentioning

confidence: 99%

See 1 more Smart Citation

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Berraies

Abidine

2019

JKM

101

120

View full text Add to dashboard Cite

show abstract

“…More specifically, several researchers as Jansen et al (2006), March (1991) and Schamberger et al (2013) emphasized that companies must reconcile between exploitation of their existing skills to react to short-term changes in the environment and exploration of new opportunities by generating new skills to ensure their long-term viability. These authors recommended that companies should establish an ambidextrous innovation strategy that ensures the establishment of a balance between two types of innovation: exploitative innovation and exploratory innovation.…”

Section: Mediating Effect Of Innovation Between Ce and Firms' Financial Performancementioning

confidence: 99%

“…Moreover, numerous researchers have identified that the introduction of new ideas or new products on the market affects positively business performance (Artz et al, 2010;Bayus et al, 2003;Chen et al, 2009;Hatzikian, 2013;Hull and Rothenberg, 2008;O'Reilly and Tushman, 2004;Uzkurt et al, 2013). In particular, a multitude of researchers support the argument that firms need to reconcile between exploitative and exploratory innovation in order to attain optimum performance (Levinthal and March, 1993;March, 1991;Schamberger et al, 2013;Wang and Li, 2008). The idea advocated by these authors is that, on the one hand, the exploitative innovation generates short-term profits by adapting to the immediate customers' needs and, on the other hand, exploratory innovation strategy may anticipate future customer needs and market evolutions in the long term.…”

Section: Mediating Effect Of Innovation Between Ce and Firms' Financial Performancementioning

confidence: 99%

Customer empowerment and firms’ performance

Berraies¹,

Hamouda

2018

IJBM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the effect of customer empowerment (CE) on financial performance and the role of innovation and customer satisfaction as mediating variables in this relationship. Design/methodology/approach To empirically test the conceptual model and research hypotheses, data were collected through a survey from 216 branches of 14 commercial banks in Tunisia. Results were analyzed using exploratory factor analysis and structural equation modeling. Findings The results indicate a significant and a positive impact of CE on firms’ financial performance. Customer satisfaction, exploitative innovation and exploratory innovation mediate the relationship between CE and firms’ financial performance. Practical implications These findings provide useful insights for practitioners, particularly bank managers who can improve their financial performance, customer satisfaction and innovation by empowering their customers and integrating them in the products and/or services conception process. Conclusions emphasize practices to be encouraged within banks such as services customization which are acquired by customers themselves, the expression of opinions, customers’ needs and the interaction among bank customers. Originality/value Several studies in the literature have studied the CE and its impact on business performance. However, few research studies have focused on the variables that mediate this relationship. So far, this paper not only integrates mediating variables such as customer satisfaction and innovation to study the link CE-firm performance but also makes the distinction between exploitative and exploratory innovation which is seldom made by researchers.

show abstract

Coaching for Organisational Learning

Knowles

2021

Positive Psychology Coaching

View full text Add to dashboard Cite

Performance Effects of Exploratory and Exploitative Innovation Strategies and the Moderating Role of External Innovation Partners

Cited by 40 publications

References 79 publications

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Customer empowerment and firms’ performance

Coaching for Organisational Learning

Contact Info

Product

Resources

About