In 13 chapters, business and management scholars from North America, Europe, Australia, Israel, and Asia examine how the organizational activities of exploration and exploitation compete for
early-stage ventures and small and medium-sized enterprises’ resources and require specific skills and capabilities, and how organizations balance these activities or focus on one over the
other. They discuss exploration vs. exploitation at the individual and firm level of analysis, looking at the role of social cognitive self-regulation in ambidextrous thinking among
entrepreneurs; the relevance of the exploitation/exploration framework for the study of entrepreneurial behavior at the individual level and how shocks trigger specific behaviors to start a
business; the need for venture capital; the relationship between shorter term exploitative development and longer term exploratory innovation activities; longevity; the roles of management
systems in the growth of organizations; and decisions about sourcing strategies to explore and exploit. Others discuss the exploration and exploitation perception and behavior of firms in the
Australian spatial information sector; sustaining competitiveness during economic recession in China; high-tech start-ups; the relationship between exploration, exploitation, ambidexterity, and
firm performance; and the relationship between networks and managing the exploration-exploitation dilemma. Distributed in North America by Turpin Distribution. Annotation ©2014 Ringgold, Inc.,
Portland, OR (protoview.com)
