Exploratory innovation, exploitative innovation and performance(MS)精选.pdfVIP

MANAGEMENT SCIENCE informs® Vol. 52, No. 11, November 2006, pp. 1661–1674 doi 10.1287/mnsc.1060.0576 issn 0025-1909 eissn 1526-5501 06 5211 1661 © 2006 INFORMS Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators Justin J. P. Jansen, Frans A. J. Van Den Bosch, Henk W. Volberda RSM Erasmus University, P.O. Box 1738, 3000 D otterdam, The Netherlands {jjansen@rsm.nl, fbosch@rsm.nl, hvolberda@rsm.nl} esearch on exploration and exploitation is burgeoning, yet our understanding of the antecedents and con- sequences of both activities remains rather unclear. We advance the growing body of literature by focusing on the apparent differences of exploration and exploitation and examining implications for using formal (i.e., centralization and formalization) and informal (i.e., connectedness) coordination mechanisms. This study fur- ther examines how environmental aspects (i.e., dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation. Results indicate that centralization negatively affects exploratory inno- vation, whereas formalization positively influences exploitative innovation. Interestingly, connectedness within units appears to be an important antecedent of both exploratory and exploitative innovation. Furthermore, our findings reveal that pursuing exploratory innovation is more effective in dynamic environments, whereas pursuing exploitative innovation is mo