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Balancing Exploitation and Exploration Organizational Antecedents and Performance Effects of Innovation Strategies /

Recent case studies indicated that competing successfully in the present while simultaneously creating appropriate strategic options for the future is one of the toughest managerial challenges for established organizations. Patrick Schulze addresses this issue by investigating the performance effect...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Schulze, Patrick (Autor)
Autor Corporativo: SpringerLink (Online service)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Wiesbaden : Gabler Verlag : Imprint: Gabler Verlag, 2009.
Edición:1st ed. 2009.
Colección:Entrepreneurship,
Temas:
Acceso en línea:Texto Completo

MARC

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100 1 |a Schulze, Patrick.  |e author.  |4 aut  |4 http://id.loc.gov/vocabulary/relators/aut 
245 1 0 |a Balancing Exploitation and Exploration  |h [electronic resource] :  |b Organizational Antecedents and Performance Effects of Innovation Strategies /  |c by Patrick Schulze. 
250 |a 1st ed. 2009. 
264 1 |a Wiesbaden :  |b Gabler Verlag :  |b Imprint: Gabler Verlag,  |c 2009. 
300 |a XX, 288 p. 56 illus.  |b online resource. 
336 |a text  |b txt  |2 rdacontent 
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490 1 |a Entrepreneurship,  |x 2627-2555 
505 0 |a Context, Definitions and Characteristics of Exploitation and Exploration -- Theoretical Framework -- Hypotheses and Research Model -- Methodology of Data Analysis -- Design of the Research Instrument -- Data Collection and Data Sample -- Results -- Discussion and Implications. 
520 |a Recent case studies indicated that competing successfully in the present while simultaneously creating appropriate strategic options for the future is one of the toughest managerial challenges for established organizations. Patrick Schulze addresses this issue by investigating the performance effects and organizational antecedents of innovation strategies and, in particular, ambidexterity. He develops an interesting and innovative perspective on this question arguing that successful companies need to become ambidextrous by either the structural separation of existing and new business or the creation of a supportive organizational context. 
650 0 |a Strategic planning. 
650 0 |a Leadership. 
650 0 |a Technological innovations. 
650 1 4 |a Business Strategy and Leadership. 
650 2 4 |a Innovation and Technology Management. 
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830 0 |a Entrepreneurship,  |x 2627-2555 
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