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Titlebook: Balancing Exploitation and Exploration; Organizational Antec Patrick Schulze Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH,

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发表于 2025-3-21 16:55:00 | 显示全部楼层 |阅读模式
期刊全称Balancing Exploitation and Exploration
期刊简称Organizational Antec
影响因子2023Patrick Schulze
视频video
学科分类Entrepreneurship
图书封面Titlebook: Balancing Exploitation and Exploration; Organizational Antec Patrick Schulze Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH,
影响因子Within the last decades, an interesting economic phenomenon can be observed in many industries across the globe: companies that for many years had dominated their respective segments misjudged the potential of a new technology and, in consequence, missed an important innovation frequently resulting in fatal economic consequences. Just to give one example: KODAK lost its dominating position as it decided far too late to invest in digital photography, a radical innovation that completely changed the photo industry. Interestingly, like many other companies that have been subject to this phenomenon Kodak was considered to be excellently management and to possess well-designed customer processes. However, the factors driving the prosperity of an industry incumbent may at the same time trigger its economic decline. Contrary to "hungry" companies that believe disruptive innovations to be their opportunity to - shuffle the cards of the game, market leaders often seem to face serious difficulties in capitalizing on radical innovations.
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Zahnriemen in der Transporttechnik,need for production flexibility have led to a dramatic increase in competitive intensity. As a result, many organizations face high-velocity or hypercompetitive business environments that require rapid and flexible adaptation to highly changeable and discontinuous environmental conditions.
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Hypotheses and Research Model,y addressing possible external and internal contingency factors. The third research question deals with the organizational arrangements that foster the balance between exploitation and exploration and thus, with the organizational antecedents of ambidexterity.
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Book 2009inated their respective segments misjudged the potential of a new technology and, in consequence, missed an important innovation frequently resulting in fatal economic consequences. Just to give one example: KODAK lost its dominating position as it decided far too late to invest in digital photograp
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https://doi.org/10.1007/978-3-8349-8397-8Balancing; Exploitation; Exploration; Innovation; Innovationsstrategien; Performance; strategy
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978-3-8349-2025-6Gabler Verlag | Springer Fachmedien Wiesbaden GmbH, Wiesbaden 2009
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