An empirical examination of vacillation theory
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AbstractSince Nickerson and Zenger (2002) proposed how vacillation may lead to organizational ambidexterity, large-sample empirical tests of their theory have been missing. In this paper, we empirically examine the performance implications of vacillation. Building upon vacillation theory, we predict that the frequency and scale of vacillation will have inverted U-shaped relationships with firm performance. We test our hypotheses using patent-based measures of exploration and exploitation in the context of technological innovation and knowledge search.
Acceptance Date16/09/2016
All Author(s) ListJingoo Kang, Ribuga Kang, Sang-Joon Kim
Journal nameStrategic Management Journal
Volume Number38
Issue Number6
PublisherStrategic Management Society
Pages1356 - 1370
LanguagesEnglish-United States
Keywordsexploration and exploitation; vacillation theory; organizational ambidexterity; organizational change; firm performance

Last updated on 2020-27-05 at 04:34