Investigating Managers' Exploration and Exploitation Activities: The Influence of Top-down, Bottom-up, and Horizontal Knowledge Inflows
This paper develops and tests hypotheses on the influence of a manager’s knowledge inflows on this manager’s exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top-down knowledge inflows of a manager positively relate to the extent to which this manager conducts exploitation activities, while they do not relate to a manager’s exploration activities. Furthermore, as expected, bottom-up and horizontal knowledge inflows of a manager positively relate to this manager’s exploration activities, while they do not relate to a manager’s exploitation activities. We contribute to current literature on exploration and exploitation by focusing on the manager level of analysis, and by adding the importance of knowledge flow configurations to the literature on the impact of organizational factors upon exploration and exploitation.
|Keywords||Bottom-up, Exploitation, Exploration, Horizontal, Knowledge inflows, Manager-level, Top-down|
|Publisher||Erasmus Research Institute of Management (ERIM)|
Mom, T.J.M., van den Bosch, F.A.J., & Volberda, H.W.. (2006). Investigating Managers' Exploration and Exploitation Activities: The Influence of Top-down, Bottom-up, and Horizontal Knowledge Inflows (No. ERS-2006-078-STR). ERIM report series research in management Erasmus Research Institute of Management. Erasmus Research Institute of Management (ERIM). Retrieved from http://hdl.handle.net/1765/9724