Placing the choice between exploration and exploitation in context: a study of geography and new product development

2009 ◽  
Vol 3 (3) ◽  
pp. 261-279 ◽  
Author(s):  
Joseph E. Coombs ◽  
David L. Deeds ◽  
R. Duane Ireland
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Exploration And Exploitation

Exploration and exploitation alliances in biotechnology: a system of new product development

2004 ◽  
Vol 25 (3) ◽  
pp. 201-221 ◽  
Author(s):  
Frank T. Rothaermel ◽  
David L. Deeds
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Exploration And Exploitation

Competence exploration and exploitation in new product development

2011 ◽  
Vol 49 (9) ◽  
pp. 1444-1470 ◽  
Author(s):  
Tsau‐Tang Yang ◽  
Ci‐Rong Li
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Exploration And Exploitation

Alliance-Based New Product Development Success: The Role of Formalization in Exploration and Exploitation Contexts

2009 ◽  
Vol 16 (3) ◽  
pp. 242-275 ◽  
Author(s):  
C. Jay Lambe ◽  
Robert E. Morgan ◽  
Shibin Sheng ◽  
Gopal Kutwaroo
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Exploration And Exploitation

scholarly journals Whom do nascent ventures search for? Resource scarcity and linkage formation activities during new product development processes

2020 ◽  
Author(s):  
Andrea M. Herrmann ◽  
Cornelia Storz ◽  
Lukas Held
Keyword(s):  
Product Development ◽  
Knowledge Base ◽  
New Product Development ◽  
New Product ◽  
Resource Scarcity ◽  
Venture Creation ◽  
Exploration And Exploitation ◽  
Sequence Analyses ◽  
Development Processes ◽  
Matching Techniques

AbstractExternal linkages allow nascent ventures to access crucial resources during the process of new product development. Forming external linkages can substantially contribute to a venture’s performance. However, little is known about the paths of external linkage formation, as well as the circumstances that drive the choice to pursue one rather than another path. This gap deserves further investigation, because we do not know whether insights developed for incumbent firms also apply to nascent ventures: To address this gap, we explore a novel dataset of 370 venture creation processes. Using sequence analyses based on optimal matching techniques and cluster analyses, we reveal that nascent ventures pursue one of overall four distinct paths of linkage formation activities during new product development. Contrary to the findings of the strategy literature, we find that if nascent ventures engage in external linkages at all, they do not combine exploration- and exploitation-oriented linkages but form either exploration- or exploitation-oriented linkages. Additional regression analyses highlight the circumstances that lead nascent ventures to pursue one rather than the other pathways. Taken together, our analyses point out that resource scarcity constitutes an important factor shaping the linkage formation activities of nascent ventures. Accordingly, we show that nascent ventures tend not to optimize by adding complementary knowledge to the firm’s knowledge base but rather to extend the existing knowledge base—a strategy which we call bricolage.

MANAGING THE EXPLORATION/EXPLOITATION PARADOX IN NEW PRODUCT DEVELOPMENT: HOW TOP EXECUTIVES DEFINE THEIR FIRM'S INNOVATION TRAJECTORY

2007 ◽  
Vol 04 (03) ◽  
pp. 351-374 ◽  
Author(s):  
LOUISE A. NEMANICH ◽  
ROBERT T. KELLER ◽  
DUSYA VERA
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Changes ◽  
Strategic Change ◽  
Leadership Behaviors ◽  
Structuration Theory ◽  
New Product ◽  
Exploration And Exploitation ◽  
Top Executives ◽  
Exploration Exploitation

Building on structuration theory, we present a conceptual model that illustrates how top executives can guide their firm's new product development (NPD) strategy along a desired innovation trajectory combining different degrees of exploration and exploitation. The model addresses the interplay between executives' actions and the organization's controlling structures in the form of roles, rules, and resources. We describe how transformational leadership behaviors by top executives can be effective in the paradox management needed to shift the exploration or exploitation emphasis of a NPD strategy, whereas transactional leadership can be effective in maintaining a consistent strategic course. In doing this, we propose visual representations of innovation trajectories as wave functions as helpful tools to describe NPD strategies. Illustrative examples of structural changes that support strategic change toward greater exploration or greater exploitation are also offered.

The influence of strategic alliances on innovation and new product development through the effects of exploration and exploitation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jorge Ferreira ◽  
Arnaldo Coelho ◽  
Luiz Moutinho
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Strategic Alliances ◽  
Dynamic Capabilities ◽  
New Product ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Moderating Role

PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approachThis investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.FindingsThe results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.Research limitations/implicationsThis study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.Practical implicationsTo fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performanceOriginality/valueThis paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

PROJECT RISK MANAGEMENT FOR NEW PRODUCT DEVELOPMENT

2013 ◽  
Author(s):  
Dundusid Porananond ◽  
◽  
Natcha Thawesaengskulthai ◽  
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Project Risk Management ◽  
Project Risk

THE PARTICULARITIES OF NEW PRODUCT DEVELOPMENT IN THE TEXTILE INDUSTRY

2017 ◽  
Vol 2017 ◽  
pp. 24-28
Author(s):  
Fabio Shimabukuro Sandes ◽  
◽  
Fundacao Getulio Vargas
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Textile Industry ◽  
New Product
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