Dear Scholar:
We would like to invite you to consider contributing a chapter to the
forthcoming volume on Technology, Innovation, Entrepreneurship and
Competitive Strategy, Volume 14 (2014), Emerald.
This volume focuses on Exploration and Exploitation in Early-Stage Ventures
and SMEs.
Submission Deadline: October 1, 2013
Volume Editors:
Uriel Stettner, Tel Aviv University
Barak S. Aharonson, Tel Aviv University
Terry L. Amburgey, University of Toronto
Despite a growing body of research on exploration and exploitation in the
management literature, scholars have tended to study this phenomenon from a
narrow perspective mostly within larger, well-established organizations.
(Gupta, Smith, & Shalley, 2006; Jansen, Simsek, & Cao, 2012; Lavie,
Stettner, & Tushman, 2010). Exploration and exploitation are conflicting
organizational activities that compete for firms’ scarce resources and
entail distinctive sets of skills and capabilities. When engaging in
exploration and exploitation, organizations trade off short-term
productivity for long-term innovation as well as stability for adaptability
(Lewin, Long, & Carroll, 1999; March, 1991). Although both exploration and
exploitation are essential for survival and prosperity, limited resource
availability compels firms to prefer one type of activity over the other.
Nevertheless, achieving a balance between exploration and exploitation is
essential for firm survival and economic performance (March, 1991).
This volume of Technology, Innovation, Entrepreneurship and Competitive
Strategy is devoted to research aimed at understanding the implications of
Exploration and Exploitation activities in early-stage ventures and small-
and-medium enterprises (SMEs). We seek papers that explore how such
organizations engage the general paradox of having to balance their
exploration and exploitation activities. This paradox may intensify in such
firms as they generally lack an abundance of resources and capabilities
(Ahuja, Lampert, & Tandon, 2008; Voss, Sirdeshmukh, & Voss, 2008) driving
them away from balancing these activities and towards either exploration or
exploitation. Potential research topics might include but are not limited
to research that offer insights into the performance implications of
balancing exploration and exploitation; balancing mechanism; strategies of
early-stage ventures for building firm-level resources and competencies
(Human resources, financial capital, etc.); creating dynamic capabilities;
and implications to organizational creativity and innovativeness (e.g.,
Adner & Levinthal, 2008; Greve, 2007; Hess & Rothaermel, 2011; Jansen, Van
Den Bosch, & Volberda, 2006; OReilly & Tushman, 2008; Russo & Vurro, 2010;
Tzabbar, Aharonson, Amburgey, & Al-Laham, 2008).
We welcome contributions that tackle these and related issues from a
variety of theoretical and empirical perspectives. Contributions to this
TIE-CS volume may take a range of forms, may focus on different levels of
analysis, and may employ both quantitative and qualitative approaches.
Submission Guidelines
• Submissions are due no later than October 1st, 2013. All papers submitted
must represent original research not previously published elsewhere.
• Depending on the scope that you wish to present, the chapter should be
approximately 30 to 40 double spaced pages including any illustrations,
figures, tables and graphs (for the format of the citations please refer to
the Harvard Reference system).
• All submissions will be subject to in-depth review, and editorial
decisions and revision requests will be communicated to authors about four
weeks after full chapter manuscript is received.
• Publication of volume: about four months after final, revised chapters
have been received by the volume editors; expected in July 2014.
For questions regarding the content of this TIE-CS volume, the editorial
process, or to submit a paper, please contact: Uriel Stettner
(
urielste@tau.ac.il) or Barak Aharonson (
aharonson@tau.ac.il)
References
Adner, R., & Levinthal, D. 2008. Doing versus seeing: acts of exploitation
and perceptions of exploration. Strategic Entrepreneurship Journal, 2(1).
Ahuja, G., Lampert, C. M., & Tandon, V. 2008. Moving beyond Schumpeter:
Management research on the determinants of technological innovation. The
Academy of Management Annals, 2(1): 1–98.
Greve, H. R. 2007. Exploration and exploitation in product innovation.
Industrial and Corporate Change, 16(5): 945–975.
Gupta, A. K., Smith, K., & Shalley, C. E. 2006. The interplay between
Exploration and Exploitation. Academy of Management Journal, 49(4): 693–706.
Hess, A. M., & Rothaermel, F. T. 2011. When are assets complementary? Star
scientists, strategic alliances, and innovation in the pharmaceutical
industry. Strategic Management Journal, 32: 895–909.
Jansen, J., Van Den Bosch, F. A. J., & Volberda, H. W. 2006. Exploratory
innovation, exploitative innovation, and performance: Effects of
organizational antecedents and environmental moderators. Management
Science, 52(11): 1661–1674.
Jansen, J. J. P., Simsek, Z., & Cao, Q. 2012. Ambidexterity and performance
in multiunit contexts: Cross-level moderating effects of structural and
resource attributes. Strategic Management Journal.
Lavie, D., Stettner, U., & Tushman, M. 2010. Exploration and exploitation
within and across organizations. The Academy of Management Annals, 4(1):
109–155.
Lewin, A. Y., Long, C. P., & Carroll, T. N. 1999. The Coevolution of New
Organizational Forms. Organization Science, 10(5): 535–550.
March, J. G. 1991. Exploration and exploitation in organizational learning.
Organization Science, 2(1): 71–87.
O’Reilly, C. A. I., & Tushman, M. L. 2008. Ambidexterity as a dynamic
capability: Resolving the innovator’s dilemma. Research in Organizational
Behavior, 28: 185–206.
Russo, A., & Vurro, C. 2010. Cross-boundary ambidexterity: Balancing
exploration and exploitation in the fuel cell industry. European Management
Review, 7(1): 30–45.
Tzabbar, D., Aharonson, B. S., Amburgey, T. L., & Al-Laham, A. 2008. When
is the whole bigger than the sum of its parts? Bundling knowledge stocks
for innovative success. Strategic Organization, 6(4): 375.
Voss, G. B., Sirdeshmukh, D., & Voss, Z. G. 2008. The effects of slack
resources and environmental threat on products exploration exploitation.
Academy of Management Journal, 51(1): 147–164.
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Ventures HO!