Exploration and exploitation within and across organizations

Dovev Lavie*, Uriel Stettner, Michael L. Tushman

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

1122 Scopus citations

Abstract

Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an essential lens for interpreting various behaviors and outcomes within and across organizations. Despite its straightforwardness, this framework has generated debates concerning the definition of exploration and exploitation, and their measurement, antecedents, and consequences. We critically review the growing literature on exploration and exploitation, discuss various perspectives, raise conceptual and empirical concerns, underscore challenges for further development of this literature, and provide directions for future research.

Original languageEnglish
Pages (from-to)109-155
Number of pages47
JournalAcademy of Management Annals
Volume4
Issue number1
DOIs
StatePublished - Jun 2010

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