Combining Exploitation and Exploration Through Crowdsourcing: The Case of Starbucks

  • Francesca Cabiddu
  • Manuel Castriotta
  • Maria Chiara Di Guardo
  • Paola Floreddu
  • Daniela Pettinao
Conference paper


In this paper, we explore the concept of crowdsourcing as a driver of the ambidexterity innovations capabilities and as a strategic tool to combine exploitation and exploration strategies in the innovation generation process. In doing so, we focus on the case of Starbucks Corporation, an international coffee and coffeehouse chain considered the largest coffeehouse company in the world.


Exploration Strategy User Friendly Software Area Page Ambidextrous Organization Warehousing Operation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. 1.
    Froehle, C.M., Roth, A.V., Chase, R.B. and Voss, C.A. 2000, “Antecedents of new service development effectiveness: an exploratory examination of strategic operations choices”, Journal of Service Research, Vol. 3 No. 1, pp. 3–17.CrossRefGoogle Scholar
  2. 2.
    Gallouj, F. 2002, “Innovation in services and the attendant old and new myths”, The Journal of Socio-Economics, Vol. 31, pp. 137–54.CrossRefGoogle Scholar
  3. 3.
    Cassiman B., Di Guardo M. C., Valentini G., (2010), “Organizing Links with Science: Cooperate or Contract? A Project Level Approach” Research Policy, 39(7).Google Scholar
  4. 4.
    He, Z., Wong, P. 2004. “Exploitation vs exploration: An empirical test of the ambidexterity hypothesis”. Organizational Science 15(A), 481–494.CrossRefGoogle Scholar
  5. 5.
    Hill C.W., Rothaermel F.T, 2003. “The Performance of Incumbent Firms in the Face of Radical Technological Innovation”, Academy of Management Review, 26(2): 257–254.Google Scholar
  6. 6.
    Danneels, E. 2003. “Tight-loose coupling with customers: The enactment of customer orientation”. Strategic Management Journal, 24:559–576.CrossRefGoogle Scholar
  7. 7.
    Rothaermel F.T, Deeds D. 2004. “Exploration and Exploitation Alliances in Biotechnology: A System of New Product Development”. Strategic Management Journal, 25(3), 201.CrossRefGoogle Scholar
  8. 8.
    Tokman M., Richey R., Marino L., Weaver K. 2008. “Exploration, Exploitation And Satisfaction in Supply Chain Portfolio Strategy”, Journal of Business Logistics.Google Scholar
  9. 9.
    Carmel, E., and Tjia, P. 2005. Offshoring Information Technology: Sourcing and Out-sourcing to a Global Workforce, Cambridge, NY: Cambridge University Press.CrossRefGoogle Scholar
  10. 10.
    Carmel, E., and Agarwal, R. 2001. “Tactical Approaches for Alleviating Distance in Global Software Development,” IEEE Software, 18(2): 22–29.CrossRefGoogle Scholar
  11. 11.
    Gallouj, F. and Weinstein, O. 1997. “Innovation in services”, Research Policy, Vol. 26, pp. 537–56.CrossRefGoogle Scholar
  12. 12.
    Tushman, M.L., O’Reilly, CA. 1996. “Ambidextrous organizations: Managing evolutionary and revolutionary change”. California Management Review 38(4), 8–30.CrossRefGoogle Scholar
  13. 13.
    Tushman, M.L., O’Reilly, CA. 1997. Winning through innovation: A practical guide to leading organizational change and renewal. Boston: Harvard Business School Press.Google Scholar
  14. 14.
    Levinthal, D. and March, J. 1993, “Myopia of learning”, Strategic Management Journal, Vol. 14, No. 2, pp. 95–112.CrossRefGoogle Scholar
  15. 15.
    Han, M. 2007. Achieving superior internationalization through strategic ambidexterity. Journal of Enterprising Culture 15(1), 43–77.CrossRefGoogle Scholar
  16. 16.
    Birkinshaw, J., Gibson, C.B. 2004. Building ambidexterity into an organization. MIT Sloan Management Review 45(4), 47–55.Google Scholar
  17. 17.
    Jensen, J.P., Van den Bosch, F.A.J., Volberda, H.W. 2005. “Exploratory innovation, exploitative innovation and ambidexterity: The impact of environmental and organizational antecedents”. Schmalenbach Business Review 57, 351–363.Google Scholar
  18. 18.
    Judge W.Q. and Blocker C. P., 2008, “Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it”, European Journal of Marketing, Vol. 42, No. 9/10.Google Scholar
  19. 19.
    Benner, M. J., and Tushman, M. L. (2003). Exploitation, Exploration, And Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28(2), 238–256.Google Scholar
  20. 20.
    Brown, J. S. and P. Duguid, 2002. The Social Life of Information. Cambridge, MA: Harvard Business School Press.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2012

Authors and Affiliations

  • Francesca Cabiddu
    • 1
  • Manuel Castriotta
    • 1
  • Maria Chiara Di Guardo
    • 1
  • Paola Floreddu
    • 1
  • Daniela Pettinao
    • 1
  1. 1.University of CagliariCagliariItaly

Personalised recommendations