The innovator's dilemma: when new technologies cause great firms to fail
The innovator's dilemma: when new technologies cause great firms to fail
Technology integration: making critical choices in a dynamic world
Technology integration: making critical choices in a dynamic world
Research, development, and engineering metrics
Management Science
Prior Knowledge and the Discovery of Entrepreneurial Opportunities
Organization Science
Understanding Acquisition Performance: The Role of Transfer Effects
Organization Science
Recombinant Uncertainty in Technological Search
Management Science
Exploration and Exploitation in the Presence of Network Externalities
Management Science
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
Interface changes causing accidents: an empirical study of negative transfer
International Journal of Human-Computer Studies
Organizational Learning: From Experience to Knowledge
Organization Science
BI'12 Proceedings of the 2012 international conference on Brain Informatics
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We integrate psychological theories of individual creativity with organizational theories of exploration versus exploitation to examine the relationship between past success and creativity over time. A key prediction derived from this theoretical integration is that successful people should be more likely to generate new ideas, but these ideas will tend to be less divergent as they favor the exploitation of familiar knowledge at the expense of the exploration of new domains. This prediction departs from the often-held view that people who generate more ideas will also generate ideas that are more divergent. Analyses of patenting in the hard disk drive industry support our prediction and indicate that collaboration with other inventors and organizational norms for exploration attenuate the tendency for successful individuals to generate increasingly incremental ideas.