| Abstract: | Based on the resource‐based view (RBV) and the dynamic capabilities (DC) approach, in this work we carry out a thorough literature review in order to identify which organizational actions and resources act as the main antecedents of exploration and exploitation. Also, by using the cognitive maps technique, we analyse to what extent these antecedents are present in managers' cognitive maps when they develop exploration or exploitation strategies, as well as when they try to develop radical and incremental innovations. Our results show that, firstly, managers develop cognitive maps that match our theoretical proposals about the organizational resources and capabilities that can lead to exploitation and exploration. Secondly, regarding innovation, although the antecedents of exploitation are used by managers as the way towards incremental innovation, some antecedents of exploration are expected to facilitate not only radical but also incremental innovations. These results provide interesting points for reflection on the topics addressed and lead us to conclude that the antecedents of exploration and exploitation should not be seen as separate ways towards different types of innovation, but as sets of resources on which to build configurations that facilitate radical or incremental innovation. |
