Session 269

Exploration, Exploitation, and Competition

Track E

Date: Tuesday, October 6, 2015

 

Time: 15:45 – 17:00

Paper

Room: Governor's Square 11


Session Chair:

  • TBD

Title: Ambidexterity as Competitive Strategy: Crafting Hybrid Brand Positioning

Authors

  • Patrick Reinmoeller, Cranfield University
  • Huub Peeperkorn, RSM
  • Steffen Giessner, Erasmus University - Rotterdam

Abstract: The ability of organizations to explore and exploit continues to inspire much research on organizational ambidexterity. With increasing sophistication empirical studies reveal the interplay of various organizational factors that allow firms to pursue incremental and discontinuous innovation simultaneously. However research on the roles of important contingencies which limit organizations freedom of choice to pursue ambidexterity remains scarce. This study focuses on the important contingency of customers and brands. Positioning theory suggests focusing on the exploitation of one core brand positioning, while markets often require firms to explore emerging needs of alternative segments simultaneously. In-depth case analysis building on archival and interview data of four leading apparel brands (Carhartt, ONeill, Quicksilver and Timberland) allow for conceptualizing how companies achieve ambidextrous competitive positioning through six different approaches.

Title: Ambidextrous Leadership and a Micro-Macro Model for Systematizing Research of a Multi-Level Phenomenon

Authors

  • Julia Mueller, Martin Luther University Halle-Wittenberg
  • Matthias Georg Will, Martin Luther University Halle-Wittenberg
  • Birgit Renzl, University of Stuttgart

Abstract: As recent discussions show, many studies in leadership research are not clear about which levels they address. We use the field of ambidextrous leadership, which by definition aims to achieve the corporate output on organizational macro-level through leadership behavior on the micro-level to show how a micro-macro model can help to systematize level-specific research. Therefore, we adapt the model of Coleman and conduct a meta-review for analyzing which levels have been treated in ambidextrous leadership research so far. We discover how research reflects the different levels in the current academic debate of ambidextrous leadership. In addition, the meta-review identifies new areas for future research. Based on these findings, we develop a research agenda that provides a basis for systematizing leadership research on different levels.

Title: Balancing Exploration and Exploitation in New Ventures

Authors

  • Sabyasachi Sinha, Indian Institute of Management Lucknow

Abstract: Organizational Ambidexterity is a source of competitive advantage, which secures the present and prepares the future of a firm. In this paper based on empirical qualitative case based inductive study we explore the phenomenon of organizational ambidexterity in growing new venture context. The findings indicate that the top management team’s ambidextrous abilities and orientation (which in turn influences their actions and behaviours) is an important antecedent of organizational ambidexterity in new ventures. TMT ambidexterity influences, the context designed to facilitate and promote both exploration and exploration activities across the organization leading to creation of a mutually reinforcing link between both these activities at multiple levels of the organization resulting in attainment and maintenance of organizational ambidexterity in new ventures.

Title: Entrepreneurial Integration and Innovation Performance: Identifying and Evaluating Strategies for Exploration

Authors

  • Thomas Craig, DeSales University

Abstract: An implicit prerequisite for advanced theory-building in strategic entrepreneurship is an understanding of how firms organize both exploration and exploitation activities, and yet exploration strategies remain conceptually vague with unclear performance implications. We break from tradition and consider how similarities between exploration and exploitation provide a basis for integrating theories of organization and entrepreneurship and clarifying these strategies. We develop and test a theory of entrepreneurial integration, using 36 years of patent data for seventeen firms in the medical device industry. We find that innovation performance is linked to the strategic combinations of opportunities that firms pursue.

All Sessions in Track E...

Sun: 08:00 – 09:15
Session 28: The Latest and Greatest in Empirical Methods for Strategy Scholars
Sun: 09:45 – 11:00
Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Sun: 11:15 – 12:30
Session 30: Heterogeneity in Firms and Their Pre-entry Capabilities: Implications for Firm and Industry Evolution
Sun: 16:15 – 17:30
Session 229: How Resources Change in Dynamic Situations
Sun: 17:45 – 00:00
Session 313: Competitive Strategy Business Meeting
Mon: 08:00 – 09:15
Session 273: Complexity in Competition
Mon: 11:15 – 12:30
Session 244: Legitimacy, Stakeholders, and Competition
Mon: 13:45 – 15:00
Session 242: Value Creation in Buyers-Supplier Relationships and Ecosystems
Mon: 16:45 – 18:00
Session 238: Temporary and Long Term Competitive Advantage
Session 243: Competitive Dynamics and Market Positioning
Tue: 08:00 – 09:15
Session 272: Competitive Dimensions of Firm Boundary and Location Decisions
Tue: 11:00 – 12:15
Session 230: Multi-Market Competition and Mutual Forbearance
Session 264: Emerging Technologies and Industries
Tue: 14:15 – 15:30
Session 267: Healthcare Industry Dynamics, Relationships, and Activities
Tue: 15:45 – 17:00
Session 269: Exploration, Exploitation, and Competition
Tue: 17:30 – 18:45
Session 263: Developing a Value Creation Theory


Strategic Management Society

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