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Getting Trapped in the Suppression of Exploration: A Simulation Model.(Report)

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2011.01019.x Byline: Bob Walrave (1), Kim E. van Oorschot (1), A. Georges L. Romme (1) Abstract: abstract The benefits of strategically balancing exploitation and exploration are well docu... Full description

Journal Title: Journal of Management Studies Dec, 2011, Vol.48(8), p.1727(25)
Main Author: Walrave, Bob
Other Authors: Van Oorschot, Kim E. , Romme, A. Georges L.
Format: Electronic Article Electronic Article
Language: English
Subjects:
ID: ISSN: 0022-2380
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title: Getting Trapped in the Suppression of Exploration: A Simulation Model.(Report)
format: Article
creator:
  • Walrave, Bob
  • Van Oorschot, Kim E.
  • Romme, A. Georges L.
subjects:
  • Computer Simulation -- Models
  • Computer Simulation -- Analysis
ispartof: Journal of Management Studies, Dec, 2011, Vol.48(8), p.1727(25)
description: To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2011.01019.x Byline: Bob Walrave (1), Kim E. van Oorschot (1), A. Georges L. Romme (1) Abstract: abstract The benefits of strategically balancing exploitation and exploration are well documented in the literature. Nonetheless, many firms tend to overemphasize exploitation efforts, a situation commonly referred to as the 'success trap'. Previous studies have attributed this behaviour to managerial incompetence or myopia. However, some management teams appear to adequately recognize the exploration need, while not being able to bring about the required strategic change. We draw on system dynamics modelling to investigate this phenomenon. A simulation model is developed and then the behaviour of a selected firm is replicated to uncover the underlying processes. As such, we develop a process theory of the success trap at the managerial level, coined the 'suppression process'. This process theory describes and explains how the interplay between top managers, board members, and exploitation-exploration activities can trap the firm in the suppression of exploration. Author Affiliation: (1)Eindhoven University of Technology Article note: Bob Walrave, School of Industrial Engineering, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands (b.walrave@tue.nl).
language: English
source:
identifier: ISSN: 0022-2380
fulltext: fulltext
issn:
  • 0022-2380
  • 00222380
url: Link


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titleGetting Trapped in the Suppression of Exploration: A Simulation Model.(Report)
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descriptionTo authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2011.01019.x Byline: Bob Walrave (1), Kim E. van Oorschot (1), A. Georges L. Romme (1) Abstract: abstract The benefits of strategically balancing exploitation and exploration are well documented in the literature. Nonetheless, many firms tend to overemphasize exploitation efforts, a situation commonly referred to as the 'success trap'. Previous studies have attributed this behaviour to managerial incompetence or myopia. However, some management teams appear to adequately recognize the exploration need, while not being able to bring about the required strategic change. We draw on system dynamics modelling to investigate this phenomenon. A simulation model is developed and then the behaviour of a selected firm is replicated to uncover the underlying processes. As such, we develop a process theory of the success trap at the managerial level, coined the 'suppression process'. This process theory describes and explains how the interplay between top managers, board members, and exploitation-exploration activities can trap the firm in the suppression of exploration. Author Affiliation: (1)Eindhoven University of Technology Article note: Bob Walrave, School of Industrial Engineering, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands (b.walrave@tue.nl).
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descriptionTo authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2011.01019.x Byline: Bob Walrave (1), Kim E. van Oorschot (1), A. Georges L. Romme (1) Abstract: abstract The benefits of strategically balancing exploitation and exploration are well documented in the literature. Nonetheless, many firms tend to overemphasize exploitation efforts, a situation commonly referred to as the 'success trap'. Previous studies have attributed this behaviour to managerial incompetence or myopia. However, some management teams appear to adequately recognize the exploration need, while not being able to bring about the required strategic change. We draw on system dynamics modelling to investigate this phenomenon. A simulation model is developed and then the behaviour of a selected firm is replicated to uncover the underlying processes. As such, we develop a process theory of the success trap at the managerial level, coined the 'suppression process'. This process theory describes and explains how the interplay between top managers, board members, and exploitation-exploration activities can trap the firm in the suppression of exploration. Author Affiliation: (1)Eindhoven University of Technology Article note: Bob Walrave, School of Industrial Engineering, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands (b.walrave@tue.nl).
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abstractTo authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-6486.2011.01019.x Byline: Bob Walrave (1), Kim E. van Oorschot (1), A. Georges L. Romme (1) Abstract: abstract The benefits of strategically balancing exploitation and exploration are well documented in the literature. Nonetheless, many firms tend to overemphasize exploitation efforts, a situation commonly referred to as the 'success trap'. Previous studies have attributed this behaviour to managerial incompetence or myopia. However, some management teams appear to adequately recognize the exploration need, while not being able to bring about the required strategic change. We draw on system dynamics modelling to investigate this phenomenon. A simulation model is developed and then the behaviour of a selected firm is replicated to uncover the underlying processes. As such, we develop a process theory of the success trap at the managerial level, coined the 'suppression process'. This process theory describes and explains how the interplay between top managers, board members, and exploitation-exploration activities can trap the firm in the suppression of exploration. Author Affiliation: (1)Eindhoven University of Technology Article note: Bob Walrave, School of Industrial Engineering, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands (b.walrave@tue.nl).
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