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Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous innovation

Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous... <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to explain how leaders balance exploitation (incremental innovation) and exploration (discontinuous innovation).</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>A qualitative study with 11 senior leaders in Australian Defence Force.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The study identifies a number of factors that leaders take into account when deciding whether to focus on exploitation or on exploration.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The study concludes that transactional leadership is appropriate in the context of exploitation, while transformational leadership is appropriate in the context of exploration.</jats:p> </jats:sec> http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations: An International Journal CrossRef

Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous innovation

Development and Learning in Organizations: An International Journal , Volume 31 (4): 13-16 – Jul 3, 2017

Managing the exploitation-exploration tradeoff: how leaders balance incremental and discontinuous innovation


Abstract

<jats:sec>
<jats:title content-type="abstract-subheading">Purpose</jats:title>
<jats:p>The purpose of this paper is to explain how leaders balance exploitation (incremental innovation) and exploration (discontinuous innovation).</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title>
<jats:p>A qualitative study with 11 senior leaders in Australian Defence Force.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Findings</jats:title>
<jats:p>The study identifies a number of factors that leaders take into account when deciding whether to focus on exploitation or on exploration.</jats:p>
</jats:sec>
<jats:sec>
<jats:title content-type="abstract-subheading">Originality/value</jats:title>
<jats:p>The study concludes that transactional leadership is appropriate in the context of exploitation, while transformational leadership is appropriate in the context of exploration.</jats:p>
</jats:sec>

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Publisher
CrossRef
ISSN
1477-7282
DOI
10.1108/dlo-10-2016-0096
Publisher site
See Article on Publisher Site

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this paper is to explain how leaders balance exploitation (incremental innovation) and exploration (discontinuous innovation).</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>A qualitative study with 11 senior leaders in Australian Defence Force.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The study identifies a number of factors that leaders take into account when deciding whether to focus on exploitation or on exploration.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The study concludes that transactional leadership is appropriate in the context of exploitation, while transformational leadership is appropriate in the context of exploration.</jats:p> </jats:sec>

Journal

Development and Learning in Organizations: An International JournalCrossRef

Published: Jul 3, 2017

References