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Learning and innovation: Exploitation and exploration trade-offs · Study

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ArticleLearning and innovation: Exploitation and exploration trade-offs

Changsu Kim2011

Article2011

Learning and innovation: Exploitation and exploration trade-offs

Changsu Kim · Jaeyong Song · Atul A. Nerkar

104 citations·0/0 files stored·Journal of Business Research

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Innovation and Knowledge Management Firm Innovation and Growth Innovation Diffusion and Forecasting

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991Exploration and Exploitation in Organizational Learning 1983An Evolutionary Theory of Economic Change.2006The Core Competence of the Corporation 1983An Evolutionary Theory of Economic Change 1993Geographic Localization of Knowledge Spillovers as Evidenced by Patent Citations 1989Innovation and Learning: The Two Faces of R & D 1982Technological paradigms and technological trajectories

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2014Knowledge management practices for innovation: a multinational corporation’s perspective 2016Global networks as a mode of balance for exploratory innovations in a late liberalizing economy 2016Is high-quality knowledge always beneficial? Knowledge overlap and innovation performance in technological mergers and acquisitions 2014Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration 2020The stock market performance of exploration-oriented and exploitation-oriented cross-border mergers and acquisitions: Evidence from emerging market enterprises

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Year2011

Typearticle

Published2011-08-06

VenueJournal of Business Research

ISSN-L0148-2963

Languageen

Citations104

Files0 public / 0

ShelfInnovation and Knowledge Management

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doi10.1016/j.jbusres.2011.07.006

openalex_workW2026328609

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2019SME innovation orientation: Evidence from Norwegian exporting SMEs

2022Innovation ambidexterity and public innovation Intermediaries: The mediating role of capabilities

2020Shifting back and forth: How does the temporal cycling between exploratory and exploitative R&D influence firm performance?