Balancing Exploration and Exploitation by Creating Organizational Think Tanks

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Balancing Exploration and Exploitation by Creating Organizational Think Tanks

Foreword V
Preface VII
Table of contents IX
Table of figures XI
1 Introduction 1
1.1 Problem definition 1
1.2 Research objectives 6
1.3 Course of investigation 8
2 Problems and concepts of R&D alignment 11
2.1. Exploration vs. exploitation 11
2.1.1 Exploration and exploitation in organizational learning 12
2.1.1.1 Mutual leaning and the exploration vs. exploitation trade-off 13
2.1.1.2 Competition for primacy and the exploration vs. exploitation trade-off 15
2.1.1.3 Introducing interpersonal learning and tacit knowledge to March 1991 18
2.1.2 The productivity dilemma 21
2.1.2.1 Coevolutionary lock-in 24
2.1.2.2 Absorptive capacity 25
2.1.2.3 Organizational routines 27
2.2 Ambidexterity and punctuated equilibrium 30
2.2.1 Ambidexterity 30
2.2.2 Punctuated equilibrium 33
2.2.3 Ambidexterity vs. punctuated equilibrium 35
2.3 Interorganizational ambidexterity 39
3 Shifting think tanks from the macro- to a meso-level 45
3.1 Political think tank concepts 45
3.1.1 Traditional think tank concepts 46
3.1.2 Modern think tank concepts 49
3.1.3 Think tanks and societal ambidexterity 50
3.2 (Inter-)organizational exploration concepts 53
3.2.1. Individual organization level exploration concepts 55
3.2.1.1 Radical innovation 55
3.2.1.2 Skunkworks 58
X
3.2.1.3 Bell Labs 59
3.2.1.4 Distinguished engineers 61
3.2.1.5 Comments on intraorganizational exploration 64
3.2.2 interorganizational level exploration concepts 65
3.2.2.1 Open innovation 66
3.2.2.2 Organizational networks as strategic alliances 70
3.3 Organizational think tanks 82
3.3.1 Organizational think tank structures 82
3.3.2 Organizational think tanks vs. intraorganizational exploration 90
3.3.3 Organizational think tanks vs. interorganizational exploration 92
4 Critical issues of the organizational think tank approach 95
4.1 Discussing organizational think tanks 95
4.2 knowledge governance 100
4.2.1 Knowledge governance challenges in the org. think tank approach 101
4.2.2 The charm of governing knowledge in an org. think tank approach 104
4.3 Management recommendations 109
5 Conclusion 115
5.1 Summary, conclusion & criticism 115
5.2 Suggestions for further research 118
Bibliography



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