They believe the strategy that takes both exploratory innovation and exploitation innovation into account is an important means to enhance innovative capabilities (Lakemond and Detterfelt 2013).
However, indirect ties in a collaboration network affect exploratory innovation, but not exploitative innovation.
Thirdly, non-redundancy among ties in a knowledge network exhibits the opposite effect, hindering exploitative innovation, but favoring exploratory innovation.
Secondly, indirect ties of an organization's knowledge elements in a knowledge network affect its exploitative innovation, but not its exploratory innovation.
By contrast, non-redundancy among ties in a collaboration network favors exploitative innovation, but shows a non-significant effect on exploratory innovation.
Exploratory innovation includes search, change, risk taking, and other behaviors; exploitative innovation includes optimization, efficiency, selection, implementation, and similar behaviors.
Hypothesis 4.1: During the start-up phase, cultural embeddedness promotes continuous improvement in quality and management, enhancing exploratory innovation.
Finally, by further exploring the relationship and logical order between different concepts, we highlight the main concepts of cultural embeddedness, relational embeddedness, exploitative innovation, and exploratory innovation.
Cultural embeddedness in early stages promotes exploratory innovation; to achieve sustained entrepreneurship the role of cultural embeddedness in exploitative innovation needs to be utilized.
Some structural features of knowledge and collaboration networks influence organizations' exploitative and exploratory innovations in diverse ways.
