By Tatjana-Xenia Puhan, Prof. Dr. Jetta Frost
Key for profitable wisdom administration is a stability among exploration and exploitation. possibility arises while exploration is overlooked in favour of exploitation due to the fact which may bring about a firm which lacks innovation strength. to be able to hinder this, an idea has been recommend in contemporary wisdom administration examine known as ambidexterity, this means that the simultaneous and balanced pursuing of either exploration and exploitations activities.
Tatjana-Xenia Puhan follows up in this notion by way of concluding that ambidexterity needn't inevitably be carried out in a single unmarried association yet is additionally realised in a community of linked corporations. The interorganizational ambidexterity is predicated on co-specialisation: one service provider is dedicated exclusively to exploration whereas linked agencies specialise in their competences in exploitation. additionally, the writer develops the concept that of imagine tanks as companies that focus on radical strategies whereas their community affiliates take advantage of this newly generated wisdom commercially. opposed to the history of the hitherto mostly inconclusive debate, this paintings is a phenomenal contribution either to wisdom administration learn and to useful organisational structuring.
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Extra resources for Balancing Exploration and Exploitation by Creating Organizational Think Tanks
Findings of psychological studies suggest that – on the level of individuals – there exists a close relationship between creative and absorptive capacity. Prior related knowledge seems to be an important basis for creativity and the ability to reach new dimensions of cognition (Cohen & Levinthal, 1990). However, the absorptive capacity of an organization is more than the sum of the absorptive capacities of its members. The organizational absorptive capacity incorporates matters of exchange with the external environment as well as intraorganizational knowledge and information flows.
In chapter 2 the underlying problems or conflicts and the most important conceptual pillars of the work were presented and (partly controversially) discussed. This discussion was finally closed by the proposition of interorganizational ambidexterity as a concept that is supposed to serve as a remedy of the exploration vs. exploitation trade-off that offers more problemsolving capabilities than most other concepts. Hitherto interorganizational ambidexterity was only introduced at a rather abstract level.
So at this point it is possible to summarize the reasoning for an approach of interorganizational ambidexterity as proposed here by the following major arguments: By situating explorative activities at an interorganizational level it is possible for the organizations to share their research risks and they take advantage of a much larger resource pool. Especially the risk sharing aspect seems to be of decisive importance because it spreads the extremely high risk of exploration over the shoulders of all partnering firms.
Balancing Exploration and Exploitation by Creating Organizational Think Tanks by Tatjana-Xenia Puhan, Prof. Dr. Jetta Frost