Managerial attention to exploitation versus exploration: Toward a dynamic perspective on ambidexterity

B. Walrave, A.G.L. Romme, K.E. van Oorschot, F. Langerak

Research output: Contribution to journalArticleAcademicpeer-review

12 Citations (Scopus)
235 Downloads (Pure)

Abstract

Managerial attention to exploitation and exploration has a strong influence on organizational performance. However, there is hardly any knowledge about whether senior managers need to adjust their distribution of attention to exploitation and exploration in response to major changes in demand patterns in their industry. Drawing on the analysis of a panel data set of 86 firms in the information technology industry exposed to an economic recession and recovery, we find that successfully navigating an economic downturn demands more managerial attention to exploration, while leveraging the subsequent upswing requires more attention to exploitation. As such, this study contributes to the literature by providing a dynamic perspective on ambidexterity: that is, senior managers need to redistribute their attention to exploration and exploitation, to effectively meet the changing environmental demands over time.
Original languageEnglish
Pages (from-to)1145-1160
Number of pages16
JournalIndustrial and Corporate Change
Volume26
Issue number6
DOIs
Publication statusPublished - Dec 2017

Fingerprint Dive into the research topics of 'Managerial attention to exploitation versus exploration: Toward a dynamic perspective on ambidexterity'. Together they form a unique fingerprint.

  • Cite this