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عنوان فارسی مقاله:

تاثیر قدرت مدیر عامل بر نوآوری سازمانی اکتشافی و استثنایی

عنوان انگلیسی مقاله:

The influence of CEO power on explorative and exploitative organizational iovation

سال انتشار : 2017

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بخشی از مقاله انگلیسی:

2. Theory and hypothesis development

2.1. Executive predictors of organizational iovation Iovation is pertinent to firms as a strategic tool used to strengthen their competitive position (Crossan & Apaydin, 2010). This study adopts Damanpour (1991)'s definition of iovation as: “iovation is a means of changing an organization, whether as a response to changes in its internal or external environment or as a preemptive action taken to influence an environment” (p. 556). Consistent with previous studies (e.g. He & Wong, 2004; Jansen, Van Den Bosch, & Volberda, 2006), iovation is classified as either explorative or exploitative.1 This classification addresses whether the iovation speaks to the needs of existing customers (i.e. exploitative) or whether the iovation is designed for completely new target markets (i.e. explorative) (Beer & Tushman, 2003). Products that require a departure from existing products or activities are those that result from new knowledge and hence considered explorative (March, 1991; Levinthal & March, 1993). Exploratory activities are captured by “terms such as search, variation, risk taking, experimentation, play, flexibility, discovery, and iovation” (March, 1991, p. 71). In contrast, products that meet the needs of existing customers and result from present knowledge are exploitative by nature (March, 1991; Levinthal & March, 1993). Exploitative activities are captured by “terms such as refinement, choice, production, efficiency, selection, implementation, and execution” (March, 1991, p. 71). These two activities draw upon unique resources and processes thereby producing different outputs that in turn, differentially impact firm performance (O'Reilly & Tushman, 2013). Because of the differences in expected outcomes, research argues that exploration and exploitation do not carry the same levels of risk and consequently, require different investments (He & Wong, 2004). Considering the ex-ante risk of each type of iovation allows for better assessment of the risk threshold executives perceive as allowable in their strategic decisions given their level of power. That said, explorative iovations are characterized as riskier than exploitative iovations due to their outcome's uncertainty. Consistent with the iovation and organizational learning literature, firms that engage in both exploration and exploitation are more likely to ensure optimal firm performance2 (O'Reilly & Tushman, 2013). Firms that solely focus on either exploration or exploitation risk not being able to adapt to environmental changes (O'Reilly & Tushman, 2013). As such, a firm's long-term survival depends on its ability to “engage in enough exploitation to ensure the organization's current viability and to engage in enough exploration to ensure future viability” (Levinthal & March, 1993, p. 105). However, powerful executives tend to disproportionately focus organizational effort on specific strategies they believe will provide the greatest chance for creating a sustainable competitive advantage and high performance (Jansen et al., 2006). Research supports the notion that executives significantly influence strategic decisions and by extension, organizational outcomes (Tang, Li, & Yang, 2015). Furthermore, research also shows that individual differences may bear more influence on approaches to iovation than do other predictors such as organizational and environmental factors (Damanpour & Schneider, 2006). Such studies look at executives' demographic characteristics as well as attitudes toward iovation (Damanpour & Schneider, 2006; Abebe & Angriawan, 2014).

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کلمات کلیدی:

Exploratory Iovation, Exploitative Iovation, and Performance ... pubsonline.informs.org/doi/pdf/10.1287/mnsc.1060.0576 by JJP Jansen - 2006 - Cited by 1916 - Related articles Exploratory Iovation, Exploitative Iovation, and Performance: Effects of Organizational. Antecedents and Environmental Moderators. Justin J. P. Jansen ... Exploratory and exploitative iovation: the moderating role of partner ... www.tandfonline.com/doi/full/10.1080/1331677X.2016.1211951 by M Popadić - 2016 - Related articles Dec 22, 2016 - We show that the relationship between exploratory iovation and a firm's .... As exploration and exploitation rests on different organisational ... Exploration, Exploitation, and Organizational Coordination Mechanisms www.scielo.br/scielo.php?script=sci_arttext&pid=S1415-65552016000200238 by S Popadiuk - 2016 - Related articles Exploration also tends to be harder to internalize for organizations, encompassing a focus on iovation (; and tacit knowledge. In marketing, exploration is ... Exploration and Exploitation within Firms: The Impact of CEOs ... onlinelibrary.wiley.com/doi/10.1111/caim.12137/abstract by M Visser - 2015 - Cited by 5 - Related articles Aug 17, 2015 - Exploration and Exploitation within Firms: The Impact of CEOs' Cognitive ... provided valuable insights into how environmental and organizational factors may influence levels of explorative and exploitative iovation in firms. Exploratory Iovation, Exploitative Iovation, and Performance dl.acm.org/citation.cfm?id=1235200 by JJP Jansen - 2006 - Cited by 1910 - Related articles Nov 1, 2006 - Exploratory Iovation, Exploitative Iovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators ... Exploratory Iovation, Exploitative Iovation, and ... - ResearchGate https://www.researchgate.net/.../220534832_Exploratory_Iovation_Exploitative_In... Official Full-Text Paper (PDF): Exploratory Iovation, Exploitative Iovation, and Performance: Effects of Organizational Antecedents and Environmental ...