Advertisement

Structuring Innovation

  • Aaron C. T. SmithEmail author
  • Fiona Sutherland
  • David H. Gilbert
Chapter
  • 614 Downloads

Abstract

This chapter introduces a second case study exposing a complex network of simultaneous explore and exploit activities undertaken by a large firm over a decade. It depicts a response to the explore—exploit paradox where switching emphasis and resources between the two priorities failed, leading to a novel combination of heavy exploitation-driven actions alongside deep exploration projects. The chapter examines how the firm’s success emanated from its fluid organizing forms approach to dealing with the explore—exploit tension. Instead of seeking to constrain the tension, the firm escalated it into a productive and dynamic source of innovation. Fluidity, the chapter concludes, commands a central place in fostering an ambidexterity-friendly environment

Keywords

Fluid innovation Explore—exploit tension Case study 

References

  1. Baghai, M. A., Everingham, B., & White, D. (2000). Growth down under. The McKinsey Quarterly, 1(1), 12–14.Google Scholar
  2. Berger, P., & Luckmann, T. (1967). The social construction of reality: A treatise in the sociology of knowledge. Harmondsworth: Penguin Books.Google Scholar
  3. Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2009). Optimal structure, market dynamism, and the strategy of simple rule. Administrative Science Quarterly, 54(3), 413–452.CrossRefGoogle Scholar
  4. Daymon, C., & Holloway, I. (2002). Qualitative research methods in public relations and marketing communications. London: Routledge.Google Scholar
  5. Deetz, S. (1996). Crossroads—Describing differences in approaches to organization science: Rethinking Burrell and Morgan and their legacy. Organization Science, 7(2), 191–207.Google Scholar
  6. Denis, J.-L., Lamothe, L., & Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44(4), 809–837.CrossRefGoogle Scholar
  7. Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.Google Scholar
  8. Farjoun, M. (2010). Beyond dualism: Stability and change as a duality. Academy of Management Review, 35(2), 202–225.CrossRefGoogle Scholar
  9. Galvin, P. (2014). A new vision for the Journal of Management & Organization: The role of context. Journal of Management & Organization, 20(1), 1–5.CrossRefGoogle Scholar
  10. Glaser, B., & Strauss, A. (1967). The discovery of grounded theory. Chicago: Aldine Publishing.Google Scholar
  11. Isabella, L. A. (1990). Evolving interpretations as change unfolds: How managers construe key organizational events. Academy of Management Journal, 33(1), 7–41.CrossRefGoogle Scholar
  12. Leana, C. R., & Barry, B. (2000). Stability and change as simultaneous experiences in organizational life. Academy of Management Review, 25(4), 753–759.Google Scholar
  13. Luscher, L. S., & Lewis, M. E. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221–240.CrossRefGoogle Scholar
  14. Moore, G. A. (2007). To succeed in the long term, focus on the middle term. Harvard Business Review, 85(7–8), 2–8.Google Scholar
  15. Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695.CrossRefGoogle Scholar
  16. Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: Sage.Google Scholar
  17. Taylor, A., & Helfat, C. E. (2009). Organizational linkages for surviving technical change: Complementary assets, middle management, and ambidexterity. Organization Science, 20(4), 718–739.CrossRefGoogle Scholar
  18. Tushman, M., Lakhani, K., & Lifshitz-Assaf, H. (2012). Open innovation and organizational design. Journal of Organizational Design, 1(1), 24–27.Google Scholar
  19. Whiteley, A. M. (2004). Grounded research: A modified grounded theory for the business setting. Qualitative Research Journal, 4(2), 27–47.Google Scholar

Copyright information

© The Author(s) 2017

Authors and Affiliations

  • Aaron C. T. Smith
    • 1
    Email author
  • Fiona Sutherland
    • 2
  • David H. Gilbert
    • 3
  1. 1.RMIT UniversityMelbourneAustralia
  2. 2.La Trobe UniversityMelbourneAustralia
  3. 3.RMIT UniversityMelbourneAustralia

Personalised recommendations