Showing papers by "Justin J. P. Jansen published in 2006"
Posted Content•
TL;DR: In this paper, the authors examined how environmental aspects (i.e., dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation and found that exploratory innovation is more effective in dynamic environments whereas exploiting competitive environments is more beneficial to a unit's financial performance.
Abstract: textResearch on exploration and exploitation is burgeoning, yet our understanding of the antecedents and consequences 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 further examines how environmental aspects (i.e. dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation. Results indicate that centralization negatively affects exploratory innovation while 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 more beneficial to a unit’s financial performance in more competitive environments. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how ambidextrous organizations coordinate the development of exploratory and exploitative innovation in organizational units and successfully respond to multiple environmental conditions.
2,177 citations
TL;DR: In this paper, the authors examined how environmental aspects (i.e., dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation and found that exploratory innovation is more effective in dynamic environments, whereas exploiting competitive environments is more beneficial to a unit's financial performance.
Abstract: Research on exploration and exploitation is burgeoning, yet our understanding of the antecedents and consequences 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 further examines how environmental aspects (i.e., dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation. Results indicate that centralization negatively affects exploratory innovation, 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 more beneficial to a unit's financial performance in more competitive environments. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how ambidextrous organizations coordinate the development of exploratory and exploitative innovation in organizational units and successfully respond to multiple environmental conditions.
1,968 citations
Posted Content•
TL;DR: Results indicate that centralization negatively affects exploratory innovation, whereas formalization positively influences exploitative innovation, and Interestingly, connectedness within units appears to be an important antecedent of both exploratory and exploatory innovation.
Abstract: Research on exploration and exploitation is burgeoning, yet our understanding of the antecedents and consequences 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 further examines how environmental aspects (i.e. dynamism and competitiveness) moderate the effectiveness of exploratory and exploitative innovation. Results indicate that centralization negatively affects exploratory innovation while 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 more beneficial to a unit’s financial performance in more competitive environments. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how ambidextrous organizations coordinate the development of exploratory and exploitative innovation in organizational units and successfully respond to multiple environmental conditions.
420 citations
01 Jan 2006
TL;DR: In this article, the authors present an artikel of the Nederlandse nonprofit-organisaties in kaart gebracht, which is the eerst publication of the strategische vernieuwingsdynamiek in the Netherlands.
Abstract: textStrategische vernieuwing in ondernemingen
staat hoog op de agenda van managers en onderzoekers. De
aandacht voor nonprofit-organisaties in dit verband is echter
beperkt. Zo is er weinig bekend over de mate, de oorzaken en de
implicaties van strategische vernieuwing. Dit artikel gaat in op dit
thema. Met behulp van een enquete en twee casestudies wordt
voor het eerst de vernieuwingsdynamiek van Nederlandse
nonprofit-organisaties in kaart gebracht. De resultaten laten zien
dat strategische vernieuwing door nonprofit-organisaties leidt
tot een hoger prestatieniveau. Druk vanuit het management en/
of bestuur en druk vanuit de sociale omgeving blijken belangrijke
determinanten voor de mate van strategische vernieuwing
3 citations