EXPANSION MODE CHOICES
61 important questions on EXPANSION MODE CHOICES
How does Stettner & Lavie (2014) suggest firms balance exploration and exploitation within each mode to enhance performance?
- Balancing exploration in one mode and exploitation in another to avoid impediments
- Asserting that balance across modes enhances performance more than balance within modes
- Exploring via acquisitions or alliances while exploiting internally enhances firms’ performance
What is the primary contribution of Stettner & Lavie (2014) to the research on ambidexterity?
- Uncovering the merits of exploring in one mode while exploiting in another
- Showing that firms benefit by balancing exploration and exploitation across modes
- Identifying the most beneficial mode for pursuing exploration versus exploitation
According to Stettner & Lavie (2014), how does organizational ambidexterity achieve a balance between exploration and exploitation?
- Nurturing discipline, support, and trust within a single organizational unit
- Balancing exploration and exploitation activities within the same unit
- Ensuring a harmonious mix within a single unit for achieving ambidexterity
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How do firms utilizing focus separation according to Stettner & Lavie (2014) balance exploration and exploitation?
- Use of alliances or acquisitions as alternative modes for balancing exploration
- Highlighting the benefits of exploring via alliances compared to other modes
- Questioning how exploring via one mode might vary compared to another mode
What is the significance of separation across different value chain domains in balancing exploration and exploitation proposed by Stettner & Lavie (2014)?
- Enables firms to maintain distinct activities within separate organizational units
- Involves separating exploration from exploitation across different value chain areas
- Combines structural exploitation with functional exploration for ambidexterity
How does Stettner & Lavie (2014) define temporal separation as an option to achieve ambidexterity?
- Firm manager transitions between exploration and exploitation over time
- Involves shifting focus between exploration and exploitation activities periodically
- Balancing exploration and exploitation activities over different time periods
What does organizational separation refer to in Stettner & Lavie's (2014) proposal for ambidexterity?
- Simultaneous exploration and exploitation within distinct organizational units
- Engaging in internally consistent tasks within separate units dedicated to either exploration or exploitation
- Maintaining a balance between different activities across the organization
According to Stettner & Lavie (2014), what are the potential impediments to firm performance when balancing exploration and exploitation within each mode?
- Conflicting routines within internal organization, alliances, and acquisitions
- Negative transfer effects from balancing tendencies within one mode
- Limited specialization due to balancing exploration and exploitation within the same mode
What distinguishes the approach of focus separation in balancing exploration and exploitation across various organizational modes according to Stettner & Lavie (2014)?
- Highlighting the use of alliances or acquisitions as alternative modes for balance
- Emphasizing that exploring via different modes may yield varied benefits
- Proposing a different focus on utilizing modes beyond internal organization for ambidexterity
How can exploration and exploitation be pursued in the internal organization mode?
- The firm can rely on newly developed knowledge for original products (exploration)
- Leverage existing knowledge to refine existing products (exploitation)
- Introducing new products involves technology development and innovation
- Improvements to existing products use firm's existing technologies or competencies
What are the activities involved in the alliance mode to balance exploration and exploitation?
- Collaborating with alliance partners in upstream activities for new knowledge (exploration)
- Commercializing and marketing products with existing knowledge in downstream activities (exploitation)
How can a firm balance exploration and exploitation in the acquisition mode?
- Extend knowledge base by owning a firm with a remotely related business (exploration)
- Leverage established knowledge by acquiring a firm with a closely related business (exploitation)
What are the benefits of balancing exploration and exploitation within modes?
- Avoid obsolescence and remain competitive with new knowledge
- Gain efficiency and secure market position with existing knowledge
- Maintain productivity, innovation, reliability, and organizational renewal
- Enhance performance by engaging in both exploration and exploitation
Why is it important for a firm to engage in both exploration and exploitation?
- Avoid obsolescence and maintain competitiveness with new knowledge
- Gain efficiency and secure market position with existing knowledge
- Maintain productivity, innovation, reliability, and organizational renewal
- Achieve enhanced performance by balancing both aspects
What challenges can a firm face when balancing exploration and exploitation within a mode simultaneously?
- Organizational tension, complexity, and coordination challenges
- Difficulty in providing resources to both activities
- Misapplication of knowledge or practices meant for one activity to the other
- Negative learning effects
- Inability to develop specialized resources and core competencies
What does the success and failure traps scenario suggest about the relationship between exploration and exploitation?
- Exploitation routines can drive out exploration
- Risky exploration leads to further changes and search for new knowledge
- Firms may face difficulties in resource allocation and supporting an intermediate position on the exploration-exploitation continuum
How can balancing exploration and exploitation across distinct modes benefit a firm?
- Enjoy complementary benefits of exploration and exploitation
- Improve productivity and ensure adaptability
- Buffer exploration from exploitation by separating knowledge development and leveraging established knowledge
- Avoid internal integration, easing managerial burden
What is structural ambidexterity in the context of balancing exploration and exploitation across modes?
- Exploring in one mode while exploiting in another
- Can enjoy benefits of both exploration and exploitation
- Relies on consistent organizational routines within each mode
- Avoids need for internal integration and eases managerial burden
How can a firm leverage internal and external knowledge when balancing exploration and exploitation across modes?
- Leveraging internal knowledge for exploitation
- Utilizing external knowledge from acquired firms and alliance partners
- Avoiding the need for internal integration
What is the underlying assumption when a firm balances exploration and exploitation across different modes?
- Personnel, assets, and facilities allocated to exploration (exploitation) in internal organization differ from those in alliances and acquisitions
- Buffering exploration from exploitation by separating new knowledge development from leveraging established knowledge
- Avoiding the need for internal integration and easing managerial burden
What are the potential benefits of balancing exploration and exploitation across modes to a firm's productivity and adaptability?
- Enjoy complementary benefits of exploration and exploitation
- Improve productivity and ensure adaptability
- Buffering exploration from exploitation
- Avoiding internal integration and easing the managerial burden
What benefits can a firm gain by decoupling exploration from exploitation across modes?
- Retaining the benefits of balance and specialization
- Mitigating negative transfer and the tension between conflicting routines
- Buffering conflicting routines while maintaining operational consistency
- Reducing organizational tension, complexity, and coordination challenges
How does employing routines for exploration or exploitation in each mode benefit a firm?
- Devising consistent rules and procedures
- Reducing organizational tension, complexity, and coordination challenges
- Avoiding negative transfer of learning
What advantages can a firm gain by pursuing exploration in one mode and exploitation in another?
- Maintaining consistency, control, productivity, and stability in certain modes
- Enhancing the efficiency of exploitation
- Facilitating experimentation, flexibility, and risk taking in other modes
- Engaging in effective search and discovery of new knowledge
How can balancing exploration and exploitation across modes enhance a firm's development?
- Developing specialized resources
- Streamlining capabilities
- Enhancing organizational processes in each mode
According to the paper, what types of modes maximize the value of exploration and exploitation respectively?
- EXTERNALLY ORIENTED MODES enhance exploration
- INTERNALLY ORIENTED MODES increase the value of exploitation
- Acquisitions offer more immediate means to access new knowledge and skills
- Alliance is more externally oriented than internal organization
How does balancing exploration and exploitation across modes affect firm performance compared to focusing on just one activity in both modes?
- Balancing exploration and exploitation enhances firm performance compared to concentrating on a single activity in both modes
- Balancing across modes is more beneficial than balancing within corresponding modes
- Enhances specialization, capabilities, and organizational processes
What hypothesis is proposed regarding the impact of balancing exploration and exploitation across modes on firm performance?
- Balancing exploration and exploitation across modes enhances firm performance compared to focusing on just one activity in both modes
- Balancing across certain modes outperforms balancing within each corresponding mode
What are the benefits of externally oriented modes for a firm's exploration activities, according to the paper?
- EXTERNALLY ORIENTED MODES enable the firm to benefit from exploration
- Acquisitions offer immediate access to new knowledge and skills
- Alliances are more externally oriented than internal organization
What does the value of exploration in the internal organization mode depend on in a firm's ability?
- Innovate using internal knowledge
- Reliance on core competencies
- Overreliance leads to path dependence
- Overreliance fosters organizational inertia and core rigidities
- Proximity of knowledge search within firm's boundaries impairs exploration value
- Restrictive application of internal knowledge enhances exploitation benefits.
How does overreliance on core competencies affect a firm's exploration in the internal organization mode?
- Leads to path dependence
- Fosters organizational inertia and core rigidities
- Delays exploration
- Can impair performance
- Proximity of knowledge search within firm's boundaries and restrictive application of internal knowledge impair exploration value
What opportunities does interfirm collaboration through alliances offer a firm?
- Extend search and engage in boundary spanning
- Combine own knowledge with partners' complementary knowledge
- Partially rely on internal skills and knowledge
- Leverage external knowledge
- Distance from own knowledge base
How does engagement in boundary-spanning activities via alliances impact a firm's ability to leverage its skills and knowledge?
- Does not fully leverage established skills and specific knowledge
- May be incompatible or inapplicable when combined with partners' knowledge
- Limits search and discovery of new knowledge by scope of alliance agreements
- Offers a more effective mode for exploration than internal organization
What advantages do acquisitions provide a firm in terms of gaining new knowledge?
- Immediate control of entirely different knowledge
- Does not require relatedness, resemblance, or combination of knowledge
- Enables seeking new knowledge unrelated to current knowledge
- Less likely to fully integrate acquired firms remotely related to its own
How does exploration via acquisitions differ from exploration via internal organization and alliances?
- Maximizes value of exploration beyond alliances and internal organization
- Less limit on value of exploration compared to other modes
- Avoids integration challenges with remotely related firms
- Enhances firm performance significantly
In Hypothesis 4, how is the impact of exploration and exploitation on firm performance compared across different modes of operation?
- Exploration enhances firm performance more via an externally oriented mode than an internally oriented mode
- Exploitation enhances firm performance more via an internally oriented mode than an externally oriented mode
What type of firms were analyzed in the study regarding modes of exploration and exploitation from 1990-2001?
- U.S.-based publicly traded software firms
- Analyzed through panel data analysis
- Data gathered on product introductions, alliances, and acquisitions since 1985
What variables were considered as the independent and dependent variables in the study on exploration and exploitation modes?
- Independent Variable: Internal Organization mode, Alliance Activities mode, Acquisition Activities mode
- Dependent Variable: Firm Performance
What is the impact on performance when there is a balance within the internal organization mode?
- Performance is negatively impacted when there's a balance within the internal organization mode.
- Balancing exploration and exploitation across different modes can be superior to focusing exclusively on one.
Is balancing exploration and exploitation across modes beneficial?
- Balancing exploration and exploitation across modes can be superior to a single-focused approach.
- The combination of the internal organization and acquisition modes supports this.
Which mode of exploration shows better performance results?
- Exploring via externally oriented modes (both acquisition and alliance) tends to produce better performance than internally oriented mode.
- Performance results are marginally significant in acquisition and significant in alliances, with acquisitions showing enhanced performance.
When may firms be penalized despite combining internal and external exploration or exploitation?
- Firms are penalized when combining internal exploration with internal exploitation or external exploration with external exploitation.
- Internal exploration and external exploitation may be successful.
What is the impact of ambidexterity within and across modes on firm performance according to the authors?
- Ambidexterity within modes (internal organization, alliances, and acquisition modes) undermines firm performance.
- Ambidexterity across modes (internal organization, alliances, and acquisition modes) enhances firm performance.
What does a firm rely on in the internal organization mode for exploration and exploitation?
- For exploration, a firm relies on its newly developed knowledge to offer original (new) products.
- For exploitation, a firm leverages its existing knowledge to refine its existing products.
How do firms develop and access new knowledge and commercialize products in the alliance mode?
- In the alliance mode, firms develop and access new knowledge by collaborating with alliance partners in upstream activities in the value chain.
- They also commercialize and market products based on its existing knowledge when jointly pursuing downstream activities with alliance partners.
What are the strategies involved in acquisition mode for extending and leveraging knowledge?
- Acquisition mode involves extending its knowledge (new) base by taking ownership of another firm with a remotely related business.
- It also entails leveraging its established knowledge by acquiring a firm with a closely related business.
What limitations and future research suggestions did the authors provide in their study?
- Didn't measure organizational routines and negative transfer directly
- Suggest future research on the costs of balancing exploration and exploitation
- Study how exploration might turn into exploitation over time
- Analyze how findings apply to other industries or national contexts
What is the focus of the study "Governance Mode vs. Governance Fit: Performance Implications of Make-or-Ally Choices for Product Innovation in the Worldwide Aircraft Industry, 1942 – 2000" by Castañer et al. (2014)?
- Impact of governance MODE and governance FIT on performance in MAKE-OR-ALLY decisions
- Direct and countervailing performance implications of horizontal collaboration and autonomous governance
- Importance of aligning governance choices with exchange and production environment
Define "Make-or-Ally" choices as mentioned in the study by Castañer et al. (2014).
- Strategic decisions on internal production (make) or external collaboration (ally) for product, service, or capability
- Option to internally produce or collaborate with external partners
What are the differences between autonomous governance and collaborative governance in the context of the study by Castañer et al. (2014)?
- Autonomous governance: firm bears all costs and risks, retains decision authority
- Collaborative governance: firms share costs, risks, decision authority with other firm(s)
- Focused on horizontal collaboration and product innovation
How does governance fit impact performance in the study by Castañer et al. (2014)?
- Governance fit refers to appropriateness of chosen governance mode considering firm's resource endowment, venture's resource requirements, and exchange hazards
- Enhances unit sales, reduces time-to-market when chosen mode aligns with resources and requirements
What are the performance implications of collaboration as discussed in the study by Castañer et al. (2014)?
- Collaboration can increase unit sales by leveraging synergies
- However, it may prolong time-to-market due to coordination challenges, especially in rivalry situations
- Governance fit improves activity-level performance in all dimensions
How does the study by Castañer et al. (2014) define governance fit?
- Refers to appropriateness of chosen governance mode in relation to firm's resource endowment and venture's resource requirements
- Considers alignment with exchange hazards for optimal performance outcomes
What are the two performance aspects/measures examined in the study by Castañer et al. (2014)?
- Unit sales
- Time-to-market
- Performance implications evaluated based on these variables
How does collaborative governance impact unit sales and time-to-market according to Castañer et al. (2014)?
- Collaborative governance can boost unit sales by leveraging synergies
- It might extend time-to-market due to coordination challenges, especially in competitive scenarios
What is the main argument regarding performance outcomes in the study by Castañer et al. (2014) in terms of governance mode and fit?
- Both governance mode and fit influence performance, with implications on unit sales and time-to-market
- Optimal performance achieved when governance choices align with resource endowment and resource requirements
What is highlighted in the study regarding collaboration and autonomy?
- Need to consider advantages and disadvantages of collaboration vs. autonomy
- Focus on activities (bundles of transactions)
- Examination of governance fit's impact on activity-level performance
What impact does governance fit have on activity-level performance according to the study?
- Governance choices directly affect specific activity-level performance outcomes
- Even when considering endogeneity
- Besides the benefits of governance fit
What are the benefits and drawbacks of collaboration mentioned in the study?
- Benefits include resource pooling
- Drawbacks involve coordination costs and risk of losing proprietary knowledge
According to Transaction Cost Economics (TCE), what influences performance regarding governance choices?
- Performance is influenced by how well the governance fits with the attributes of the exchange
- Not directly by the governance mode
How does good governance fit impact performance metrics according to the study?
- Good governance fit based on potential transaction's exchange attributes can enhance performance metrics
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