2019 | 388 | 7-23
Article title

Perspektywy uwarunkowań eksploracji i eksploatacji w kontekście innowacji

Title variants
Perspectives on conditions of exploration and exploitation in the context of innovation
Languages of publication
Innowacyjność organizacji poprzez stosowanie eksploracji i eksploatacji stanowi rozległy temat w zakresie teorii organizacji i zarządzania od czasu ukazania się artykułu Jamesa Marcha w 1991 r. Koncepcja jest coraz szerzej stosowana w badaniach, jednak różnorodność podejść, operacjonalizacji zmiennych i poziomów analizy utrudnia porównywalność wyników. Celem danego artykułu jest przedstawienie luk badawczych z perspektywy uwarunkowań eksploracji i eksploatacji w odniesieniu do poszczególnych poziomów analizy. W artykule zawarto przegląd najnowszych kierunków badań, przeważnie z zakresu ostatniego dziesięciolecia.
Innovation in organisations by balancing exploration and exploitation is a vast topic in the organisation theory and management literature since the publication of the article by James March in 1991. The construct has been widely used in extant research, but the diversity of approaches, operationalisations of variables and different levels of analysis make it difficult to compare the results. The purpose of this article is to present research gaps from the perspective of antecedents of exploration and exploitation with reference to the particular levels of analysis. The article contains an overview of the latest research, predominately from the last decade.
Physical description
  • Uniwersytet Warszawski. Wydział Zarządzania. Katedra Teorii Organizacji i Zarządzania. Zakład Teorii i Metod Organizacji
  • Andriopoulos C., Lewis M.W. (2009), Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation, „Organization Science”, Vol. 20(4), s. 696-717.
  • Benner M.J., Tushman M.L. (2003), Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited, „The Academy of Management Review”, Vol. 28(2), s. 238-256.
  • Benner M.J., Tushman M.L. (2015), Article Reflections on the 2013 Decade Award – „Exploitation, Exploration, and Process Management: The Productivity Dilema Revisited” Ten Years later, „Academy of Management Review”, Vol. 40(4), s. 497-514.
  • Berthon P.R., Pitt L.F., McCarthy I., Kates S.M. (2007), When Customers Get Clever: Managerial Approaches to Dealing with Creative Consumers, „Business Horizons”, Vol. 50(1), s. 39-47.
  • Chesbrough H.W. (2003), The Era of Open Innovation, „MIT Sloan Management Review”, Vol. 44(3), s. 35-41.
  • Czarnecki M. (2013a), Eksploracja i eksploatacja a wyniki firmy – przegląd literatury, „Zeszyty Naukowe. Organizacja i Zarządzanie/Politechnika Łódzka”, Vol. 53, s. 199-208.
  • Czarnecki M. (2013b), Eksploracja i eksploatacja jako dylemat organizacyjnego uczenia się, „Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu”, Vol. 310, s. 32-42.
  • Danneels E. (2002), The Dynamics of Product Innovation and Firm Competences, „Strategic Management Journal”, Vol. 23(12), s. 1095-1121.
  • Eriksson P.E. (2013), Exploration and Exploitation in Project-based Organizations: Development and Diffusion of Knowledge at Different Organizational Levels in Construction Companies, „International Journal of Project Management”, Vol. 31(3), s. 333-341.
  • Etzkowitz H., Leydesdorff L. (1995), The Triple Helix---University-Industry-Government Relations: A Laboratory for Knowledge Based Economic Development, „EASST Review”, Vol. 14(1), s. 14-19.
  • Fang C., Lee J., Schilling M.A. (2010), Balancing Exploration and Exploitation Through Structural Design: The Isolation of Subgroups and Organizational Learning, „Organization Science”, Vol. 21(3), s. 625-642.
  • Guan J., Liu N. (2016), Exploitative and Exploratory Innovations in Knowledge Network and Collaboration Network: A Patent Analysis in the Technological Field of Nanoenergy, „Research Policy”, Vol. 45(1), s. 97-112.
  • Gupta A.K., Smith K.G., Shalley C.E. (2006), The Interplay between Exploration and Exploitation, „The Academy of Management Journal”, Vol. 49(4), s. 693-706.
  • Hernandez-Espallardo M., Sanchez-Perez M., Segovia-Lopez C. (2011), Exploitationand Exploration-based Innovations: The Role of Knowledge in Inter-firm Relationships with Distributors, „Technovation”, Vol. 31, s. 203-215.
  • Hippel E. von (1986), Lead Users: A Source of Novel Product Concepts, „Management Science”, Vol. 32(7), s. 791-805.
  • Hippel E. von (2005), Democratizing Innovation, MIT Press, Cambridge, Massachusetts.
  • Hippel E. von, Krogh G. von (2003), Open Source Software and the "Private-collective" Innovation Model: Issues for Organization Science, „Organization Science”, Vol. 14(2), s. 209-223.
  • Hitt M.A., Ireland R.D., Sirmon D.G., Trahms C.A. (2011), Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society, „Academy of Management Perspectives”, Vol. 25(2), s. 57-75.
  • Hoang H.A., Rothaermel F.T. (2010), Leveraging Internal and External Experience: Exploration, Exploitation, and R&D Project Performance, „Strategic Management Journal”, Vol. 31(7), s. 734-758.
  • Jansen J.J.P., van den Bosch F.A.J., Volberda H.W. (2006), Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators, „Management Science”, Vol. 52(11), s. 1661-1674.
  • Laplume A.O., Dass P. (2015), Outstreaming for Ambidexterity: Evolving a Firm’s Core Business from Components to Systems by Serving Internal and External Customers, „Long Range Planning”, Vol. 48(3), s. 135-150.
  • Laureiro-Martinez D., Brusoni S., Canessa S., Zollo M. (2015), Understanding the Exploration – Exploitation Dilema: An fMRI Decision-making Performance, „Strategic Management Journal”, Vol. 36, s. 319-338.
  • Lavie D., Stettner U., Tushman M.L. (2010), Exploration and Exploitation within and Across Organizations, „The Academy of Management Annals”, Vol. 4(1), s. 109-155.
  • Lazer D., Friedman A. (2007), The Network Structure of Exploration and Exploitation, „Administrative Science Quarterly”, Vol. 52(4), s. 667-694
  • Lee S., Meyer-Doyle P. (2017), How Performance Incentives Shape Individual Exploration and Exploitation: Evidence from Microdata, „Organization Science”, Vol. 28(1), Vol. 19-38.
  • Li P.P. (2014), The Unique Value of Yin-Yang Balancing: A Critical Response, „Management and Organization Review”, Vol. 10(2), s. 321-332.
  • Lundvall B.A. (1992), National Systems of Innovation, Pinter Publishing, London.
  • March J.G. (1991), Exploration and Exploitation in Organizational Learning, „Organization Science”, Vol. 2(1), s. 71-87.
  • Mudambi R., Swift T. (2011), Proactive R&D Management and Firm Growth: A Punctuated Equilibrium Model, „Research Policy”, Vol. 40(3), s. 429-440.
  • Mudambi R., Swift T. (2014), Knowing When to Leap: Transitioning between Exploitative and Explorative R&D, „Strategic Management Journal”, Vol. 145, s. 126-145.
  • Piao M., Zajac E.J. (2016), How Exploitation Impedes and Impels Exploration: Theory and Evidence, „Strategic Management Journal”, Vol. 37(7), s. 1431-1447.
  • Pichlak M. (2011), Eksploracja i eksploatacja w kontekście innowacyjności organizacji, „Ekonomika i Organizacja Przedsiębiorstwa”, nr 1, s. 26-32
  • Posen H.E., Levinthal D.A. (2012), Chasing a Moving Target: Exploitation and Exploration in Dynamic Environments, „Management Science”, Vol. 58(3), s. 587-601.
  • Rosing K., Frese M., Bausch A. (2011), Explaining the Heterogeneity of the Leadershipinnovation Relationship: Ambidextrous Leadership, „The Leadership Quarterly”, Vol. 22(5), s. 956-974.
  • Simsek Z., Heavey C., Veiga J.F., Souder D. (2009), A Typology for Aligning Organizational Ambidexterity’s Conceptualizations, Antecedents, and Outcomes, „Journal of Management Studies”, Vol. 46(5), s. 864-894.
  • Spisak B.R., Grabo A.E., Arvey R.D., Vugt M. van (2014), The Age of Exploration and Exploitation: Younger looking Leaders Endorsed for Change and Older-looking Leaders Endorsed for Stability, „The Leadership Quarterly”, Vol. 25(5), s. 805-816.
  • Stadler C., Rajwani T., Karaba F. (2014), Solutions to the Exploration / Exploitation Dilemma: Networks as a New Level of Analysis, „International Journal of Management Reviews”, Vol. 16, s. 172-193.
  • Stańczyk-Hugiet E. (2016), Eksplorować czy eksploatować relacje międzyorganizacyjne? „Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu”, Vol. 420, s. 286-299.
  • Stettner U., Lavie D. (2014), Ambidexterity under Scrutiny: Exploration and Exploitation via Internal Organization, Alliances, and Acquisitions, „Strategic Management Journal”, Vol. 35, s. 1903-1929.
  • Swift T. (2016), The Perilous Leap between Exploration and Exploitation, „Strategic Management Journal”, Vol. 37(8), s. 1688-1698.
  • Tzabbar D., Kehoe R.R. (2014), Can Opportunity Emerge From Disarray ? An Examination of Exploration and Exploitation Following Star Scientist Turnover, „Journal of Management”, Vol. 40(2), s. 449-482.
  • Vagnani G. (2015), Exploration and Long-Run Organizational Performance: The Moderating Role of Technological Interdependence, „Journal of Management”, Vol. 41(6), s. 1651-1676.
  • Voss G.B., Sirdeshmukh D., Voss Z.G. (2008), The Effects of Slack Resources and Environmental Threat on Product Exploration and Exploitation, „The Academy of Management Journal”, Vol. 51(1), s. 147-164.
  • Voss G.B., Voss Z.G. (2013), Strategic Ambidexterity in Small and Medium-sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains, „Organization Science”, Vol. 24(5), s. 1459-1477.
  • Walrave B., van Oorschot K.E., Romme A.G.L. (2011), Getting Trapped in the Suppression of Exploration: A Simulation Model, „Journal of Management Studies”, Vol. 48(8), s. 1727-1751.
  • Wilden R., Hohberger J., Devinney T.M., Lavie D. (2018), Revisiting James March (1991): Whither Exploration and Exploitation? „Strategic Organization”, Vol. 16(3), s. 352-369.
  • Zacher H., Robinson A.J., Rosing K. (2016), Ambidextrous Leadership and Employees’ Self-Reported Innovative Performance: The Role of Exploration and Exploitation Behaviors, „Journal of Creative Behavior”, Vol. 50(1), s. 24-46.
  • Zakrzewska-Bielawska A. (2016), Paradoks eksploracji i eksploatacji – ambidexterity w zarządzaniu strategicznym, „Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu”, Vol. 420, s. 435-449.
  • Zakrzewska-Bielawska A. (2018), Strategie rozwoju przedsiębiorstw. Nowe spojrzenie, PWE, Warszawa.
Document Type
Publication order reference
YADDA identifier
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.