Characteristics |
Question |
Comments/Authors |
Structure |
Is there a structural separation between the units of exploitative innovation and explorative innovation? In which unit do the activities of exploitative process innovation occur? In which unit do the activities of exploitative product innovation occur? In which unit do the activities of explorative product innovation occur? |
Tushman & O'Reilly (1996Tushman, M. L., & O’Reilly, C. A. (1996). Organizations: managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30.); Benner & Tushman (2003Benner, M. J. & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academic Management Review, 28(2), 238-256. doi: 10.2307/30040711 https://doi.org/10.2307/30040711...
); He & Wong (2004He, Z. H. & Wong, P. K. (2004). Exploration vs. Exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494. doi: 10.1287/orsc.1040.0078 https://doi.org/10.1287/orsc.1040.0078...
) |
Activities |
What activities are engaging in explorative product innovation for the company? What activities are engaging in exploitative process innovation for the company? What activities are engaging in exploitative product innovation for the company? |
Tushman & Smith (2005Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522-536. doi: 10.1287/orsc.1050.0134 https://doi.org/10.1287/orsc.1050.0134...
); Lin & McDonough (2011Lin, H. E., & McDonough, E. F., III. (2011). Investigating the role of leadership and organizational culture in fostering innovation ambidexterity. IEEE Transactions on engineering management, 58(3), 497-509. doi: 10.1109/tem.2010.2092781 https://doi.org/10.1109/tem.2010.2092781...
); Bauer & Leker (2013Bauer, M., & Leker, J. (2013). Exploration and exploitation in product and process innovation in the chemical industry. R&D Management, 43(3), 196-212. doi: 10.1111/radm.12012 https://doi.org/10.1111/radm.12012...
); Wang & Rafiq, (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Piao and Zajac (2016Piao, M., & Zajac, E. J. (2016). How exploitation impedes and impels exploration: Theory and evidence. Strategic Management Journal, 37(7), 1431-1447. doi:10.1002/smj.2402 https://doi.org/10.1002/smj.2402...
) |
Integration mechanisms between exploitative product innovation and explorative product innovation |
Is there integration between exploitative product innovation and explorative product innovation? How does this integration occur at the individual level? |
Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014) |
MCFI1: Is there use of regular job rotation between exploitative and explorative product innovation activities/units? How is the use of this mechanism guaranteed? * How intensely does the company use this mechanism? * |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
) |
After stage 1: MCFI2: Is there involvement of people related to the exploitative product innovation activities in the explorative product innovation activities for knowledge exchange? |
Mechanisms added by respondents in stage 1 |
MCFI3: Is there use of regular collaboration between people from the exploitative and explorative product innovation activities/units? |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
) |
MCFI4: Is there use of cross-functional teams with connections between explorative product innovation activities/units and exploitative product innovation activities/units? |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
MC1: Is there regular information exchange between exploitative and explorative product innovation activities/units? |
Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576...
); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1 - Is there use of regular goals and objectives sharing? After stage 1 - MC2: Are the goals of new product innovation for new customers used for focusing exploitative product innovation activities? |
Mechanism changed due to the responses in stage 1 Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Chen & Kannan-Narasimhan (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1: Is there use of regular information exchange between exploitative and explorative product innovation activities/units? After stage 1:MC3: Is knowledge of radical/new product innovation for new customers incorporated into reports and databases, among others, for later access for exploitative product innovation activities? |
Mechanism changed due to the responses in stage 1 Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576...
); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1: Is there use of regular information exchange between exploitative and explorative product innovation activities/units? After stage 1: MC4: Is knowledge of incremental product innovations incorporated into reports and databases, among others, for later access for explorative product innovation activities? |
Mechanism changed due to the responses in stage 1 in stage 1
Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576...
); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
MC5: Are there communication and meetings (including forums and committees) between people from exploitative and explorative product innovation activities/units? |
Westerman et al. (2006Westerman, G., McFarlan, W. F., & Iansiti, M. (2006). Organizational design and effectiveness over the innovation life cycle. Organizational Science, 17(2), 230-238. doi: 10.1287/orsc.1050.0170 https://doi.org/10.1287/orsc.1050.0170...
); Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2...
); Gütttel et al. (2015) |
Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC6: Is there the free flow of ideas and information from exploitative product innovation activities/units to explorative product innovation activities/units? |
Mechanism changed due to the responses in stage 1 in stage 1
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Wang &Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Gütttel et al. (2015); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC7: Is there the encouragement of ideas and contributions from exploitative product innovation activities/units to explorative product innovation activities/units |
Mechanism changed due to the responses in stage 1 in stage 1
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Gütttel et al. (2015); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Benefits of the integration between exploitative product innovation and explorative product innovation |
Before stage 1: What are the benefits of the integration between exploitative product innovation and explorative product innovation? What are the mechanisms that most help in achieving these benefits? After stage 1: B1: Is there the incorporation of features in existing products for improvements which were developed in explorative product innovation? After stage 1: B2: Is there the development of radical/new product innovation for new customers with the incorporation of improvements proposed by the market or internally in exploitative product innovation activities? After stage 1: B3: Is there a reduction in the development time of radical/new products for new customers? What are the mechanisms that most help in achieving these benefits? |
Benefits were changed due to the responses in stage 1 in stage 1 |
Integration mechanisms between exploitative process innovation and explorative product innovation |
Is there integration between exploitative process innovation and explorative product innovation? How does this integration occur at the individual level? |
Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014) |
MCFI1: Is there use of job rotation between explorative product innovation activities/units and exploitative process innovation activities/units? How is the use of this mechanism guaranteed? * How intensely does the company use this mechanism? * |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
) |
After stage 1: MCFI2: I Is there involvement of people related to exploitative process innovation activities in explorative product innovation activities for knowledge exchange? |
Mechanisms added by respondents in stage 1 |
MCFI3: Is there use of regular collaboration between the exploitative and explorative process innovation activities/units? |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
) |
MCFI4: Is there use of cross-functional teams with connections between explorative product innovation activities/units and exploitative process innovation activities/units? |
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
MC1: Is there regular information exchange between explorative product innovation activities/units and exploitative process innovation activities/units? |
Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576...
); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1 - Is there use of regular goals and objectives sharing? After stage 1 - MC2: Are the goals of radical/new product innovation for new customers used for focusing exploitative process innovation activities? |
Mechanism changed due to the responses in stage 1
Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Chen & Kannan-Narasimhan (2014); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1: Is there use of regular information exchange between exploitative process and explorative product innovation activities/units? After stage 1:MC3: Is knowledge of radical/new product innovation for new customers incorporated into reports and databases, among others, for later access for exploitative process innovation activities? |
Mechanism changed due to the responses in stage 1
Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576...
); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779...
); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011...
); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-...
); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
MC4: Are there communication and meetings between people from exploitative process innovation activities/unit and explorative product innovation activities/unit? |
Westerman et al. (2006Westerman, G., McFarlan, W. F., & Iansiti, M. (2006). Organizational design and effectiveness over the innovation life cycle. Organizational Science, 17(2), 230-238. doi: 10.1287/orsc.1050.0170 https://doi.org/10.1287/orsc.1050.0170...
); Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2...
); Gütttel et al. (2015) |
Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC5: Is there a free flow of ideas and information from exploitative process innovation activities/units to explorative product innovation activities/units? |
Mechanism changed due to the responses in stage 1 in stage 1
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Gütttel et al. (2015); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/projects? After stage 1: MC6: Is there encouragement of ideas and contributions from exploitative process innovation activities/units to support explorative product innovation activities/units? |
Mechanism changed due to the responses in stage 1 in stage 1
Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415...
); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012...
); Gütttel et al. (2015); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019) |
MC7: Are there decision-making committees with people from exploitative process innovation activities/units and explorative product innovation activities/units? |
Mechanisms added by respondents in stage 1 |
Benefits of the integration between exploitative process innovation and explorative product innovation |
Before stage 1: What are the benefits of the integration between exploitative process innovation and explorative product innovation? What are the mechanisms that most help in achieving these benefits? After stage 1: B1: Is there a reduction in the development time of radical/new products for new customers? After stage 1: B2: Is there a better quality of radical/new products for new market innovations? After stage 1: B3: Is there a better decision-making process for product innovation projects considering exploitative innovation activities? After stage 1: B4: Is there greater process support for the development and implementation of radical/new product innovation for new customers? What are the mechanisms that most help in achieving these benefits? |
Benefits were changed due to the responses in stage 1 in stage 1 |