Exploring the Revelation Process for Individual Creativity Based on Exploitation and Exploration: A Physiological Experiment Approach

2012 ◽  
pp. 61-78
Author(s):  
Seong Wook Chae ◽  
Kun Chang Lee ◽  
Min Hee Hahn
Keyword(s):  
Physiological Experiment ◽  
Exploitation And Exploration

Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank

2021 ◽  
pp. 000812562199258
Author(s):  
Siew Kien Sia ◽  
Peter Weill ◽  
Nila Zhang
Keyword(s):  
Organizational Design ◽  
Digital Transformation ◽  
Conceptual Clarity ◽  
Exploitation And Exploration ◽  
Design Logic

Many organizations are embarking on digital transformation to be future-ready. However, there is a lack of conceptual clarity on the underlying design logic of a future-ready enterprise. A digitally transformed enterprise must be ready to respond to unpredictable dynamism and pervasive digitalization. Such an enterprise must incorporate the duality of exploitation and exploration as well as the fusion between business and technology into its organizational design. This article presents a framework based on the digital transformation journey of DBS Bank and draws new managerial insights for driving digital transformation strategically.

scholarly journals Principals between exploitation and exploration: Results of a nationwide study on ambidexterity of school leaders

2020 ◽  
pp. 174114322094570
Author(s):  
Marcus Pietsch ◽  
Pierre Tulowitzki ◽  
Colin Cramer
Keyword(s):  
Dynamic Environments ◽  
Management Research ◽  
Data Set ◽  
Term Survival ◽  
Leadership And Management ◽  
Nationwide Study ◽  
Efficiency Control ◽  
Exploitation And Exploration ◽  
Discontinuous Innovation

Both organizational and management research suggest that schools and their leaders need to be ambidextrous to secure prosperity and long-term survival in dynamic environments characterized by competition and innovation. In this context, ambidexterity refers to the ability to simultaneously pursue exploitation and exploration and thus to deliver efficiency, control and incremental improvements while embracing flexibility, autonomy and discontinuous innovation. Using a unique, randomized and representative data set of N = 405 principals, we present findings on principals’ exploitation and exploration. The results indicate: (a) that principals engage far more often in exploitative than in explorative activities; (b) that exploitative activities in schools are executed at the expense of explorative activities; and (c) that explorative and ambidextrous activities of principals are positively associated with the (perceived) competition between schools. The study brings a novel perspective to educational research and demonstrates that applying the concept of ambidexterity has the potential to further our understanding of effective educational leadership and management.

scholarly journals Dual Control for Exploitation and Exploration (DCEE) in autonomous search

Automatica ◽  
2021 ◽  
Vol 133 ◽  
pp. 109851
Author(s):  
Wen-Hua Chen ◽  
Callum Rhodes ◽  
Cunjia Liu
Keyword(s):  
Dual Control ◽  
Autonomous Search ◽  
Exploitation And Exploration

A long life after exploitation and exploration

2014 ◽  
Vol 17 (2) ◽  
pp. 209-228 ◽  
Author(s):  
Ming Piao
Keyword(s):  
Positive Impact ◽  
Product Market ◽  
Disk Drive ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Cox Proportional Hazard ◽  
Main Effect ◽  
Future Viability ◽  
Exploitation And Exploration ◽  
Organizational Longevity

Purpose – The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of exploration, and the interaction effect of exploitation and exploration on organizational longevity. Design/methodology/approach – This study employs Cox Proportional Hazard Model in analyzing 20-year data from the hard disk drive industry. Findings – Exploitation, independent of exploration, has a positive impact on organizational longevity. Exploration, independent of exploitation, has a curvilinear impact on organizational longevity. Jointly, exploitation weakens the curvilinear relationship between exploration and organizational longevity. Research limitations/implications – This study challenges the dualistic view that exploitation is for “current viability” and exploration is for “future viability.” It suggests that firms need to actively engage in (instead of compromise) both exploitation and exploration in order to prolong their lifespan despite the counter force triggered by the negative dynamics between exploitation and exploration. Practical implications – In order to prolong organizational longevity, firms need to fully engage in (but not compromise) their existing product-market domains, actively explore (but not over-explore) their new product-market domain, and to embrace (but not avoid) the tension between exploitation and exploration. Originality/value – This study is one of the few that systematically and empirically examined the longevity implications of exploitation and exploration. It adds specificity and precision to the understanding of how exploitation and exploration, independently and jointly, affect organizational longevity.

Achieving leanness: the relationship of lean practices with process exploitation and exploration

2021 ◽  
Vol 38 (2) ◽  
pp. 201
Author(s):  
Mantas Vilkas ◽  
Inga Stankevice ◽  
Jurga Duobiene ◽  
Rimantas Rauleckas
Keyword(s):  
Lean Practices ◽  
Exploitation And Exploration ◽  
Relationship Of ◽  
The Relationship

scholarly journals The Concept of Slack and the Comprehensive Opportunity and Lost Opportunity Control Model

2019 ◽  
Vol 14 (8) ◽  
pp. 95
Author(s):  
Akira Nishimura
Keyword(s):  
Risk Management ◽  
Business Strategy ◽  
Control Model ◽  
Financial Resource ◽  
Enterprise Strategy ◽  
Manufacturing Companies ◽  
Financial Slack ◽  
Key Factor ◽  
Exploitation And Exploration ◽  
Lost Opportunity

Enterprise slack, defined as undistributed profit and earned surplus, is a key factor to consider when developing enterprise strategy based on opportunity and risk management. Slack also provides an unrestricted, but indispensable, financial resource for firms to carry out improvement and innovation, exploitation and exploration, and financial activities according to their strategy. In the comprehensive opportunity and lost opportunity control model previously developed by the author (Nishimura, 2015; 2016), slack fulfills its function effectively. Therefore, to make the model more practicable and functional, this paper will examine the substance and functions of slack more definitely by analyzing financial slack and its relationship with business strategy in five innovative manufacturing companies in Japan.

Sign in / Sign up

Export Citation Format

Share Document