Adaptation on rugged landscapes
Management Science
The Co-Evolution of Strategic Alliances
Organization Science
Imitation of Complex Strategies
Management Science
Overcoming Local Search Through Alliances and Mobility
Management Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
Collaborative Networks as Determinants of Knowledge Diffusion Patterns
Management Science
Organization Design and Effectiveness over the Innovation Life Cycle
Organization Science
Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity
Organization Science
Organizational Learning: From Experience to Knowledge
Organization Science
PERSPECTIVE---Collective Intelligence in the Organization of Science
Organization Science
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The construct of novelty is an important primitive for theories of organization learning, strategic change, and innovation. The organizational pursuit of novelty is generally theorized as necessary for long-term organizational adaptation and survival yet variance increasing in the short term. We argue that the recent explosion of studies of exploration and exploitation tend to conceptualize and operationalize novelty quite narrowly. In contrast, we treat novelty as a multidimensional construct and discuss implications of this approach for future research.