Why one strategy does not fit all: a systematic review on exploration-exploitation in different organizational archetypes

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dc.catalogadorjwg
dc.contributor.authorRojas-Cordova, Carolina
dc.contributor.authorWilliamson, Amanda J.
dc.contributor.authorPertuze Salas Julio Alberto
dc.contributor.authorCalvo, Gustavo
dc.date.accessioned2024-05-30T16:24:54Z
dc.date.available2024-05-30T16:24:54Z
dc.date.issued2022
dc.description.abstractAccording to the ambidexterity literature, organizations tend to favor either exploration or exploitation activities. However, few studies have elucidated why this imbalance occurs, what the ideal balance is, and how to remedy any disparities between what organizations tend to do and what they should do. This study addresses this paucity by situating these questions in the context of environmental conditions (static or dynamic) and organizational conditions (simple or complex) through a strategic fit paradigm lens. We systematically reviewed 20 years of exploration-exploitation research and developed an empirically grounded, contextually relevant framework that describes four organizational archetypes: the Kangaroo, Lion, Mouse, and Camel archetypes. We found that it often makes sense for organizations to be off-balance and identified the factors that cause imbalance and the strategies that managers can employ to manipulate the exploration-exploitation mix according to their organizations' specific archetypes. By incorporating all three questions and delineating between organizational archetypes, this systematic review brings together the fragmented literature and provides a novel framework for advancing research and influencing managerial practice.
dc.fuente.origenWOS
dc.identifier.doi10.1007/s11846-022-00577-x
dc.identifier.eissn1863-6691
dc.identifier.issn1863-6683
dc.identifier.urihttp://doi.org/10.1007/s11846-022-00577-x
dc.identifier.urihttps://repositorio.uc.cl/handle/11534/86081
dc.identifier.wosidWOS:000853290300001
dc.information.autorucEscuela de Ingeniería; Pertuze Salas Julio Alberto; 0000-0002-3565-3672; 16896
dc.language.isoen
dc.nota.accesocontenido parcial
dc.publisherSPRINGER HEIDELBERG
dc.revistaREVIEW OF MANAGERIAL SCIENCE
dc.rightsacceso restringido
dc.subjectExploration
dc.subjectExploitation
dc.subjectAmbidexterity
dc.subjectEnvironmental dynamism
dc.subjectOrganizational complexity
dc.subjectLiterature review
dc.subject.ddc650
dc.subject.deweyAdministraciónes_ES
dc.titleWhy one strategy does not fit all: a systematic review on exploration-exploitation in different organizational archetypes
dc.typeartículo
sipa.codpersvinculados16896
sipa.trazabilidadORCID;2024-05-27
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