Organizational Factors for Exploration and Exploitation

Exploration and Exploitation in Organizational Learning

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Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dyn...

Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation

A exploitation and exploration enables success, even survival, but raises challenging tensions. Ambidextrous organizations excel at exploiting existing products to enable incremental innovation and at exploring new opportunities to foster more radical innovation, yet related research is limited. Largely conceptual, anecdotal, or single case studies offer architectural or contextual approaches. ...

Organizational Ambidexterity: Balancing Exploitation and Exploration in Organizations

Group-Level Exploration and Exploitation

Organisational research has studied the tension between exploration and exploitation for years. In essence, this body of research agrees on the necessity of a balance between explorative and exploitative processes to prevent an organisation from falling into a learning trap. Thus, to enhance the active management of this balance in organisations, a deeper theoretical understanding of the factor...