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Leveraging the benefits of exploratory learning and exploitative learning in NPD: the role of innovation field orientation.

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Title: Leveraging the benefits of exploratory learning and exploitative learning in NPD: the role of innovation field orientation.
Authors: Li, Ci‐Rong1 cirongli@gmail.com, Yeh, Ching‐Hsuan2 chyeh17@gmail.com
Source: R&D Management. Jun2017, Vol. 47 Issue 3, p484-497. 14p. 1 Diagram, 3 Charts, 5 Graphs.
Subjects: New product development, Organizational performance, Learning, Organizational effectiveness, Opportunity
Abstract: Scholars have increasingly noted that firm-level capabilities may be crucial for resolving the dilemmas resulting from either high exploratory or high exploitative learning. However, our current understanding of this issue remains limited. Innovation field orientation is a firm-level capability to strategically structure dispersed innovation efforts and reconfigure resources on them, and may help a firm leverage the benefits of distinctive learning strategies. Based on this idea, this paper investigates innovation field orientation and examines how its capacities (the specification, establishment of focus areas, and stimulation of synergies) influence the performance of high exploratory/exploitative learning. Our findings suggest that the capacities of innovation field orientation moderate the effects of exploratory and exploitative learning on new product program performance, and clarify how innovation field orientation enables organization to leverage the benefits of high exploratory/exploitative learning and address their disadvantages. [ABSTRACT FROM AUTHOR]
Copyright of R&D Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: Leveraging the benefits of exploratory learning and exploitative learning in NPD: the role of innovation field orientation.
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  Data: <searchLink fieldCode="JN" term="%22R%26D+Management%22">R&D Management</searchLink>. Jun2017, Vol. 47 Issue 3, p484-497. 14p. 1 Diagram, 3 Charts, 5 Graphs.
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  Data: <searchLink fieldCode="DE" term="%22New+product+development%22">New product development</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+performance%22">Organizational performance</searchLink><br /><searchLink fieldCode="DE" term="%22Learning%22">Learning</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+effectiveness%22">Organizational effectiveness</searchLink><br /><searchLink fieldCode="DE" term="%22Opportunity%22">Opportunity</searchLink>
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  Data: Scholars have increasingly noted that firm-level capabilities may be crucial for resolving the dilemmas resulting from either high exploratory or high exploitative learning. However, our current understanding of this issue remains limited. Innovation field orientation is a firm-level capability to strategically structure dispersed innovation efforts and reconfigure resources on them, and may help a firm leverage the benefits of distinctive learning strategies. Based on this idea, this paper investigates innovation field orientation and examines how its capacities (the specification, establishment of focus areas, and stimulation of synergies) influence the performance of high exploratory/exploitative learning. Our findings suggest that the capacities of innovation field orientation moderate the effects of exploratory and exploitative learning on new product program performance, and clarify how innovation field orientation enables organization to leverage the benefits of high exploratory/exploitative learning and address their disadvantages. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of R&D Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/radm.12148
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        Text: English
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      – SubjectFull: Learning
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      – SubjectFull: Organizational effectiveness
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      – SubjectFull: Opportunity
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              Text: Jun2017
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