2026-04-27T13:00:02Zhttps://uvadoc.uva.es/oai/request

oai:uvadoc.uva.es:10324/805322025-12-12T20:00:30Zcom_10324_1188com_10324_931com_10324_894col_10324_1413

Hernández-Betancur, Juan-Esteban García-Valdecasas, J. Ignacio Montoya-Restrepo, Iván A. Zuluaga Álvarez, Alejandra María 2025-12-12T12:22:26Z 2025-12-12T12:22:26Z 2025 Innovar, 2025, vol 35, n. 96. 0121-5051 https://uvadoc.uva.es/handle/10324/80532 10.15446/innovar.v35n96.107110 e107110 96 Innovar 35 2248-6968 Decision problems and their relationship with the moments in time is a theme to be explored in the strategy studies field. In fact, several scholars conceptualize strategy from a decision-making perspective, framing it as a sequence of interconnected decisions that involve the allocation of resources necessary for implementation. One way to understand the timing of strategic decisions is through the lens of deliberate versus emergent strategies. Within this framework, organizational ambidexterity—defined as the dynamic balance between exploration and exploitation processes—has been proposed as a key cognitive dimension influencing managerial decision-making. These processes, grounded in organizational learning theory, are subject to constraints such as temporal myopia, which can hinder the ability to appropriately weigh short-term outcomes against long-term implications. In this context, the present study aims to identify the limitations inherent in exploration and exploitation processes that may influence strategy formulation, as discussed in the existing literature. This objective was pursued through a systematic literature review using the Scopus database. The review focused on scholarly contributions addressing decision-making in relation to exploration and exploitation, and the results were categorized into substantial, applied, and complementary contributions. As a result, this study reveals a set of thematic categories —including resources, term, type of activity, background, structure, knowledge, and strategy— that differentiate exploration from exploitation processes. These categories also help illuminate the limitations of each process and their potential influence on the timing and nature of strategic decisions. application/pdf eng info:eu-repo/semantics/openAccess Ambidexterity, decision making, exploitation, exploration, strategy Limitations in Exploration and Exploitation Processes during the Emergence of Strategic Decision-Making: A Literature Review info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion SI