Balancing Exploitation and Exploration: Organizational Antecedents and Performance Effects of Innovation Strategies

ISBN-13: 9783834920256 / Niemiecki / Miękka / 2009 / 288 str.

Patrick Schulze

Opis

Within the last decades, an interesting economic phenomenon can be observed in many industries across the globe: companies that for many years had dominated their respective segments misjudged the potential of a new technology and, in consequence, missed an important innovation frequently resulting in fatal economic consequences. Just to give one example: KODAK lost its dominating position as it decided far too late to invest in digital photography, a radical innovation that completely changed the photo industry. Interestingly, like many other companies that have been subject to this phenomenon Kodak was considered to be excellently management and to possess well-designed customer processes. However, the factors driving the prosperity of an industry incumbent may at the same time trigger its economic decline. Contrary to "hungry" companies that believe disruptive innovations to be their opportunity to - shuffle the cards of the game, market leaders often seem to face serious difficulties in capitalizing on radical innovations.

Spis treści

Context, definitions and characteristics of exploitation and exploration; Frameworks on the balance between exploitation and exploration; Different forms of ambidexterity ; Data collection and research approach; Research-related and managerial implications

O autorze

Dr. Patrick Schulze wrote this dissertation under Prof. Malte Brettel’s supervision at the WIN chair of the RWTH Aachen.

Blurb

Recent case studies indicated that competing successfully in the present while simultaneously creating appropriate strategic options for the future is one of the toughest managerial challenges for established organizations. Patrick Schulze addresses this issue by investigating the performance effects and organizational antecedents of innovation strategies and, in particular, ambidexterity. He develops an interesting and innovative perspective on this question arguing that successful companies need to become ambidextrous by either the structural separation of existing and new business or the creation of a supportive organizational context.