Balancing Exploration and Exploitation by Creating Organizational Think Tanks [electronic resource] /
Puhan, Tatjana-Xenia.author.
Key for successful knowledge management is a balance between exploration and exploitation. Danger arises when exploration is neglected in favour of exploitation since that may result in an organization which lacks innovation capability. In order to prevent this, an idea has been put forward in recent knowledge management research called ambidexterity, which means the simultaneous and balanced pursuing of both exploration and exploitations activities. Tatjana-Xenia Puhan follows up on this idea by concluding that ambidexterity need not necessarily be implemented in one single organization but can also be realised in a network of associated organizations. The interorganizational ambidexterity is based on co-specialisation: one organisation is devoted solely to exploration while associated organizations focus on their competences in exploitation. Furthermore, the author develops the concept of think tanks as organizations that concentrate on radical innovations while their network associates exploit this newly generated knowledge commercially. Against the background of the hitherto largely inconclusive debate, this work is an outstanding contribution both to knowledge management research and to practical organisational structuring.
Description based upon print version of record.
Includes bibliographical references.
Problems and concepts of R&D alignment -- Shifting think tanks from the macro-to a meso-level -- Critical issues of the organizational think tank approach -- Conclusion.
Key for successful knowledge management is a balance between exploration and exploitation. Danger arises when exploration is neglected in favour of exploitation since that may result in an organization which lacks innovation capability. In order to prevent this, an idea has been put forward in recent knowledge management research called ambidexterity, which means the simultaneous and balanced pursuing of both exploration and exploitations activities. Tatjana-Xenia Puhan follows up on this idea by concluding that ambidexterity need not necessarily be implemented in one single organization but can also be realised in a network of associated organizations. The interorganizational ambidexterity is based on co-specialisation: one organisation is devoted solely to exploration while associated organizations focus on their competences in exploitation. Furthermore, the author develops the concept of think tanks as organizations that concentrate on radical innovations while their network associates exploit this newly generated knowledge commercially. Against the background of the hitherto largely inconclusive debate, this work is an outstanding contribution both to knowledge management research and to practical organisational structuring.
Management.
Industrial management.
Innovation/Technology Management.
Management.