6,126 research outputs found

    The role of co-creation in enhancing explorative and exploitative learning in project-based settings

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    We study how co-creation practices influence explorative and exploitative learning in five collaborative construction projects with partnering arrangements. Drawing on a longitudinal case study, our findings reveal two different types of explorative learning processes (i.e., adaptation and radical development) and three different exploitative learning processes (i.e., incremental development, knowledge sharing, and innovation diffusion). Furthermore, co-creation practices enhance adaptation, radical development, and incremental development, which are typical intra-project learning processes. Co-creation practices do not, however, enhance knowledge sharing and innovation diffusion across projects. These findings concur with previous insights that the temporary and one-off nature of projects makes inter-project learning problematic.published_or_final_versio

    A REVIEW AND DISCUSSION ON KNOWLEDGE SHARING, INNOVATION AND BUSINESS GROUP AFFILIATION

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    Firms’ knowledge sharing activities include utilization of existing knowledge and creation of new knowledge with other firms. These knowledge flows refer to the exploitation and exploration of knowledge, which are defined as the different modes of organizational learning. Both types of knowledge sharing enhance existing innovations and allow for the development of new products or processes. However, explorative and exploitative knowledge sharing may have different impacts on innovation in various organizational settings. In developing economies, one of the important factors that may condition the role of knowledge sharing in innovation is the business group. Previous studies have investigated the knowledge sharing and innovation relations considering various settings and moderating factors; however, few have addressed the role of business groups. Therefore, this study discusses the effects of explorative, exploitative knowledge sharing on innovation and the role of business group affiliation in this relationship within the framework of the relevant literature. Accordingly, this study puts forward propositions which require further investigation. The propositions suggest that firms benefit from explorative and exploitative knowledge sharing in terms of innovation; however, business group affiliation might have positive or negative moderating role in this relationshi

    Ambidexterity: The Interplay of Supply Chain Management Competencies and Enterprise Resource Planning Systems on Organizational Performance

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    Understanding the business value of information systems (IS) is one of the key issues among practitioners. Specifically, the role of IS in supply chain management (SCM) is one of the main areas that practitioners focus, as the largest portion of production costs are traceable back to supply chain costs. Hence, inter-organizational systems (IOS) gain importance as a result of the increased competition between supply chain networks. Particularly, implementation of enterprise resource planning (ERP), which is a type of IOS, becomes the new trend among organizations. Although organizations use similar ERP, some gained significant benefits by using them, while others struggled to achieve the same level of success. The performance differences among ERP using organizations illustrate that ERP accrues several indirect benefits to organizational performance via intermediating organizational capabilities. SCM explorative and exploitative competencies are two such capabilities. Although, previous research indicates that ERP needs to be supported by mature SCM processes to maximize the benefits of ERP, there is still a lack of knowledge of how ERP is used to improve SCM competencies and increase performance. Thus, the goal of this study is to evaluate the indirect benefits that accrue to organizations via the mediating effect of SCM competencies on the relationship between effective ERP usage for SCM and organizational performance. Customer relationship management (CRM), customer service management (CSM), supplier relationship management (SRM) are adopted as the three key ERP based SCM processes, and profitability, market value, and productivity are utilized as the three main aspects of overall organizational performance. PLS-SEM is used to investigate this relationship. Overall, this dissertation demonstrates that effective ERP usage for SCM improves SCM competencies, which leads to higher organizational performance. Specifically, the results suggest that although effective ERP usage for CRM is related to both SCM explorative and exploitative competence, effective ERP usage for CSM experience better SCM explorative competence, and effective ERP usage achieves better SCM exploitative competence. The results also indicate that, while SCM exploitative competence influences all three aspects of organizational performance, SCM explorative competence affects only the market value and organizations that manage to balance SCM explorative and exploitative competence efforts outperform their competitors

    Knowledge management practices and the enhancement of customer capital: the importance of time

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    Actualmente, los responsables de las pequeñas y medianas empresas (PYMES) debido al hecho de tener que vigilar continuamente sus empresas a la búsqueda de mejoras en las relaciones con sus clientes y trabajadores, están otorgando un papel cada vez más estratégico a las prácticas de gestión del conocimiento. No obstante, hay situaciones donde las organizaciones y sus miembros se enfrentan a entornos cada vez más inciertos, por lo que es necesario reconsiderar las prácticas de gestión del conocimiento que se han venido desarrollando en la empresa desde sus inicios. Estas prácticas, en forma de procesos y rutinas, pueden basarse tanto en conocimiento tácito como explícito y también necesitan ser continuamente reconsideradas de cara a la captación de nuevo conocimiento. En tales circunstancias, sería necesario modificar e incluso eliminar parte del conocimiento existente al objeto de asegurarnos de que los empleados tienen acceso a conocimientos lo suficientemente actualizados como para que mantengan o garanticen las relaciones que las PYMEs tienen con sus clientes. Nuestro trabajo examina el impacto que un contexto de “mentalidad abierta” (openminded) en la organización existente en un momento dado (T) tiene sobre las actuaciones que intentan reconsiderar los conocimientos organizativos en un momento posterior (T+1). Analizamos además la relaciones entre los procesos de aprendizaje/conocimiento explorativo y aplicado sobre el capital relacional. Se utiliza para ello evidencias empíricas procedentes de 107 PYMES del sector de las telecomunicaciones en España, utilizando la técnica PLS.Actualmente, los responsables de las pequeñas y medianas empresas (PYMES) debido al hecho de tener que vigilar continuamente sus empresas a la búsqueda de mejoras en las relaciones con sus clientes y trabajadores, están otorgando un papel cada vez más estratégico a las prácticas de gestión del conocimiento. No obstante, hay situaciones donde las organizaciones y sus miembros se enfrentan a entornos cada vez más inciertos, por lo que es necesario reconsiderar las prácticas de gestión del conocimiento que se han venido desarrollando en la empresa desde sus inicios. Estas prácticas, en forma de procesos y rutinas, pueden basarse tanto en conocimiento tácito como explícito y también necesitan ser continuamente reconsideradas de cara a la captación de nuevo conocimiento. En tales circunstancias, sería necesario modificar e incluso eliminar parte del conocimiento existente al objeto de asegurarnos de que los empleados tienen acceso a conocimientos lo suficientemente actualizados como para que mantengan o garanticen las relaciones que las PYMEs tienen con sus clientes. Nuestro trabajo examina el impacto que un contexto de “mentalidad abierta” (openminded) en la organización existente en un momento dado (T) tiene sobre las actuaciones que intentan reconsiderar los conocimientos organizativos en un momento posterior (T+1). Analizamos además la relaciones entre los procesos de aprendizaje/conocimiento explorativo y aplicado sobre el capital relacional. Se utiliza para ello evidencias empíricas procedentes de 107 PYMES del sector de las telecomunicaciones en España, utilizando la técnica PLS

    Group-Level Exploration and Exploitation: A Computer Simulation-Based Analysis

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    Organisational research has studied the tension between exploration and exploitation for years. In essence, this body of research agrees on the necessity of a balance between explora-tive and exploitative processes to prevent an organisation from falling into a learning trap. Thus, to enhance the active management of this balance in organisations, a deeper theoretical understanding of the factors that influence the development of exploration and exploitation has to be gained. One of the recently discussed factors is the interplay between exploration and exploitation on different organisational levels. This paper picks up this discussion. It pro-vides an in-depth, computer simulation-based analysis of the performance of organisational types with varying degrees of within-group and between-group exploration and exploitation in situations of different degrees of task complexity. The findings indicate that a high share of between-group processes as compared to within-group processes positively influences the organisational performance level and that dependent on task complexity the optimal share of exploration and exploitation varies.Organisational Learning, Experience-Based Learning, Exploration, Exploitation, Knowledge Management, Genetic Algorithms

    The role of inter-organizational collaboration within innovation strategies: towards a portfolio approach.

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    Within the innovation literature, inter-organizational collaboration is being advanced as instrumental for improving the innovative performance of firms. In addition inter-organizational collaboration can be instrumental for addressing the multiple requirements innovation strategies entail. At the same time - large scale - empirical evidence for such a relation is scarce. Within this paper we examine whether evidence can be found for the idea that inter-organizational collaboration supports the effectiveness of innovation strategies. Multivariate and Tobit analyses of data on Belgian manufacturing firms, collected by means of the CIS survey (n=221), reveals a positive relationship between inter-organizational collaboration and innovative performance. Moreover the findings reported here suggest the relevancy of adopting a portfolio approach towards inter-organizational collaboration.Data; Effectiveness; Firms; Innovation; Innovation strategy; Manufacturing; Performance; Portfolio; Requirements; Strategy; Time;

    Micro and nanotechnology commercialization: balance between exploration and exploitation

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    Innovative materials, components, and systems based on micro and nanotechnologies are recognized as promising growth innovators. The coming years the commercialization of micro and nanotechnology will be extended, but in order to commercialize micro and nanotechnology successfully, besides exploration a parallel focus should be aimed at exploitation. This paper presents in a brief and non-exhaustive manor a theoretical introduction and two company introductions related to exploitation and exploration focus embedded in the innovation development process to commercialize customer-oriented applications. A balanced approach between exploration and exploitation within organizations business, technological, and scientific domain could sharpen micro and nanotechnology companies into sustainable competitive market-driven enterprises.

    Technological activities and their impact on the financial performance of the firm: Exploitation and exploration within and between firms.

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    This article analyzes the financial performance consequences of technology strategies categorized along two dimensions: (1) explorative versus exploitative and (2) solitary versus collaborative. The financial performance implications of firms’ positioning along these two dimensions has important managerial implications, but has received only limited attention in prior studies. Drawing on organizational learning theory and technology alliances literature, a set of hypotheses on the performance implications of firms’ technology strategies are derived. These hypotheses are tested empirically on a panel dataset (1996-2003) of 168 R&D-intensive firms based in Japan, the US and Europe and situated in five different industries (chemicals, pharmaceuticals, ICT, electronics, non-electrical machinery). Patent data are used to construct indicators of explorative versus exploitative technological activities (activities in new or existing technology domains) and collaborative versus solitary technological activities (joint versus single patent ownership). The financial performance of firms is measured via a market value indicator: Tobin’s Q index. The analyses confirm the existence of an inverted U-shape relationship between the share of explorative technological activities and financial performance. In addition, it is observed that most sample firms do not reach the optimal level of explorative technological activities. These findings point to the relevance of creating a balance between exploitation and exploration in the context of technological activities. Moreover, they suggest that, for the majority of R&D intensive firms, reaching such a balance between exploration and exploitation implies investing additional efforts and resources in exploring new knowledge domains. The analyses also show that firms, engaging more intensively in collaboration, perform relatively stronger in explorative activities. At the same time, a negative relationship between the share of collaborative technological activities and a firm’s market value is observed. Contrary to our expectations, it is collaboration in explorative technological activities, rather than collaboration in exploitative technological activities, that leads to a reduction in firm value. These findings question the relevance of open business models for technological activities. In particular, they suggest that the potential advantages of collaboration for (explorative) technological activities (i.e. access to complementary knowledge from other partners, sharing of technological costs and risks) might not compensate for the potential disadvantages, such as the incurred increase in coordination costs and the need to share innovation rewards across innovation partners.

    Technological activities and their impact on the financial performance of the firm: Exploitation and exploration within and between firms

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    This paper analyzes the consequences for financial performance of technology strategies categorized along two dimensions: (1) explorative versus exploitative and (2) solitary versus collaborative. The financial performance implications of firms’ positioning along these two dimensions has important managerial implications, but has received only limited attention in prior studies. Drawing on organizational learning theory and technology alliances literature, a set of hypotheses on the performance implications of firms’ technology strategies are derived. These hypotheses are tested empirically on a panel dataset (1996-2003) of 168 R&D-intensive firms based in Japan, the US and Europe and situated in five different industries (chemicals, pharmaceuticals, ICT, electronics, non-electrical machinery). Patent data are used to construct indicators of explorative versus exploitative technological activities (activities in new or existing technology domains) and collaborative versus solitary technological activities (joint versus single patent ownership). The financial performance of firms is measured via a market value indicator: Tobin’s Q index.Innovation, Tobin’s q, R&D collaboration, exploration & exploitation
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