The performance effects of balancing exploration and exploitation within and across governance modes

Uriel Stettner; Dovev Lavie

doi:10.5464/AMBPP.2011.18.a

The performance effects of balancing exploration and exploitation within and across governance modes

Uriel Stettner^*, Dovev Lavie

^*Corresponding author for this work

Technion-Israel Institute of Technology

Research output: Contribution to journal › Conference article › peer-review

1 Scopus citations

Abstract

Acknowledging interdependence in firms' tendencies to explore versus exploit across governance modes, we claim that balancing these tendencies within each mode undermines performance as a result of resource allocation constraints, limits to specialization, and tension between conflicting routines. Nevertheless, by exploring in one mode while exploiting in another, firms can overcome these impediments and enhance performance. Furthermore, exploration via externally-oriented modes such as acquisitions or alliances enhances performance more than exploration via internal development. Analysis of 190 publicly-traded U.S.-based software firms furnishes support to these conjectures and sheds new light on Jim March's balance hypothesis.

Original language	English
Journal	Academy of Management Annual Meeting Proceedings
DOIs	https://doi.org/10.5464/AMBPP.2011.18.a
State	Published - 2011
Externally published	Yes
Event	71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011 - San Antonio, TX, United States Duration: 12 Aug 2011 → 16 Aug 2011

Keywords

Ambidexterity
Exploration and exploitation
Governance mode

Access to Document

10.5464/AMBPP.2011.18.a

Cite this

@article{7662742a6b034f8d9a3714872d30cc38,

title = "The performance effects of balancing exploration and exploitation within and across governance modes",

abstract = "Acknowledging interdependence in firms' tendencies to explore versus exploit across governance modes, we claim that balancing these tendencies within each mode undermines performance as a result of resource allocation constraints, limits to specialization, and tension between conflicting routines. Nevertheless, by exploring in one mode while exploiting in another, firms can overcome these impediments and enhance performance. Furthermore, exploration via externally-oriented modes such as acquisitions or alliances enhances performance more than exploration via internal development. Analysis of 190 publicly-traded U.S.-based software firms furnishes support to these conjectures and sheds new light on Jim March's balance hypothesis.",

keywords = "Ambidexterity, Exploration and exploitation, Governance mode",

author = "Uriel Stettner and Dovev Lavie",

year = "2011",

doi = "10.5464/AMBPP.2011.18.a",

language = "אנגלית",

journal = "Academy of Management Annual Meeting Proceedings",

issn = "0065-0668",

publisher = "Academy of Management",

note = "71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011 ; Conference date: 12-08-2011 Through 16-08-2011",

}

TY - JOUR

T1 - The performance effects of balancing exploration and exploitation within and across governance modes

AU - Stettner, Uriel

AU - Lavie, Dovev

PY - 2011

Y1 - 2011

N2 - Acknowledging interdependence in firms' tendencies to explore versus exploit across governance modes, we claim that balancing these tendencies within each mode undermines performance as a result of resource allocation constraints, limits to specialization, and tension between conflicting routines. Nevertheless, by exploring in one mode while exploiting in another, firms can overcome these impediments and enhance performance. Furthermore, exploration via externally-oriented modes such as acquisitions or alliances enhances performance more than exploration via internal development. Analysis of 190 publicly-traded U.S.-based software firms furnishes support to these conjectures and sheds new light on Jim March's balance hypothesis.

AB - Acknowledging interdependence in firms' tendencies to explore versus exploit across governance modes, we claim that balancing these tendencies within each mode undermines performance as a result of resource allocation constraints, limits to specialization, and tension between conflicting routines. Nevertheless, by exploring in one mode while exploiting in another, firms can overcome these impediments and enhance performance. Furthermore, exploration via externally-oriented modes such as acquisitions or alliances enhances performance more than exploration via internal development. Analysis of 190 publicly-traded U.S.-based software firms furnishes support to these conjectures and sheds new light on Jim March's balance hypothesis.

KW - Ambidexterity

KW - Exploration and exploitation

KW - Governance mode

UR - http://www.scopus.com/inward/record.url?scp=85207465717&partnerID=8YFLogxK

U2 - 10.5464/AMBPP.2011.18.a

DO - 10.5464/AMBPP.2011.18.a

M3 - ???researchoutput.researchoutputtypes.contributiontojournal.conferencearticle???

AN - SCOPUS:85207465717

SN - 0065-0668

JO - Academy of Management Annual Meeting Proceedings

JF - Academy of Management Annual Meeting Proceedings

T2 - 71st Annual Meeting of the Academy of Management - West Meets East: Enlightening, Balancing, Transcending, AOM 2011

Y2 - 12 August 2011 through 16 August 2011

ER -

The performance effects of balancing exploration and exploitation within and across governance modes

Abstract

Keywords

Access to Document

Other files and links

Fingerprint

Cite this