Adopting an information-process perspective, this article conceptualizes exploration orientation in terms of scope of information acquisition. In line with this conceptualization, a multidimensional operational measure of exploration orientation is developed and its internal consistency established. The measure appears to have nomological validity in that it behaves as predicted with measures of variables hypothesized to be related to exploration orientation. Consistent with the emerging co-evolution framework, environmental pressures as well as managerial intentions are found to influence an organization's exploration behaviour. Specifically, empirical results indicate that more environmental dynamism, a stronger organization mission, a prospector orientation and larger slack resources are associated with a greater exploration orientation. Implications, shortcomings and future research directions are discussed.

competitive advantage, knowledge management, organization (research), organizational behavior, organizational learning
dx.doi.org/10.1111/j.1467-6486.2004.00460.x, hdl.handle.net/1765/6456
ERIM Top-Core Articles
Journal of Management Studies
Erasmus Research Institute of Management

Sidhu, J.S, Volberda, H.W, & Commandeur, H.R. (2004). Exploring Exploration Orientation and its Determinants: Some Empirical Evidence. Journal of Management Studies, 913–932. doi:10.1111/j.1467-6486.2004.00460.x