Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities |
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| Institution: | 1. Cardiff Business School, Cardiff University, Marketing & Strategy Section, United Kingdom;2. Erasmus University Rotterdam, Department of Strategic Management and Entrepreneurship, The Netherlands;1. Department of Management, Strome College of Business, Old Dominion University, 2171 Constant Hall, Norfolk, VA 23529, USA;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;1. Retail Supply Chain Institute at Babson College, USA;2. Babson College, USA;3. Consumer Marketing, Saïd Business School, Oxford University, Oxford Institute of Retail Management (OXIRM), UK;4. Marketing, Babson College, USA;5. Marketing, Syms School of Business, Yeshiva University, USA;6. Lancaster University Management School, Lancaster University, UK;7. Maastricht University, Netherlands;8. Department of Marketing, Maastricht University, Netherlands;1. Tasmanian Business School, University of Tasmania, Hobart, 7001 Tasmania, Australia;2. School of Advertising, Marketing, and Public Relations, Queensland University of Technology, Brisbane, 4001 Queensland, Australia;3. Cardiff Business School, Cardiff University, Cardiff CF10 3EU, Wales, UK |
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| Abstract: | In recent years, there has been strong interest in leaders' exploration and exploitation activities, especially because of their positive effects on performance. Most prior research in this area has focused on the organizational antecedents of leaders' exploration and exploitation activities, with less consideration given to the psychological precursors. This paper draws upon insights from the behavioral strategy literature to inform our theoretical perspective on leaders' exploration–exploitation activities. In particular, by conceptually linking leaders' regulatory focus and exploration–exploitation, we provide a theoretical framework to explain these activities from a psychological viewpoint. Moreover, we employ two moderator variables to better understand the different properties and boundaries of this framework. All in all, this paper has a number of implications for strategic leadership theory and practice. |
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