Innovation Ambidexterity Scale
Innovation Ambidexterity—the organizational capacity to simultaneously engage in exploration (pursuing radical, novel innovations) and exploitation (improving and extending existing products and processes)—is fundamental to sustained competitive advantage. March (1991) formalized this trade-off in Organization Science, arguing that organizations must balance the two to survive and thrive. Exploration alone leads to variety but insufficient returns; exploitation alone leads to competence traps and vulnerability to disruption. This scale, operationalized by He and Wong (2004) and extended by Jansen et al. (2006), measures organizational capability in both domains and the degree to which firms balance competing innovation imperatives.
원본 기록
방법의 원본 기록에서 그대로 복사된 인용입니다. 이로부터 수준별 검증이 추론되지 않습니다.
- March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. · DOI 10.1287/orsc.2.1.71
- He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481–494. · DOI 10.1287/orsc.1040.0078
- Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661–1674. · DOI 10.1287/mnsc.1060.0576
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