Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

Item

Title

Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

Abstract/Description

We develop a contingency view of process management's influence on both technological innovation and organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent with all but incremental innovation and change. But dynamic capabilities are rooted in both exploitative and exploratory activities. We argue that process management activities must be buffered from exploratory activities and that ambidextrous organizational forms provide the complex contexts for these inconsistent activities to coexist.

Author/creator

Benner, Mary J.

Tushman, Michael L.

Date

2003

In publication

Academy of Management Review

Volume

28

Issue

2

Pages

238-256

Resource type

en Research/Scholarly Media

Resource status/form

en Published Text

Scholarship genre

en Theoretical

en Synthesis/Overview

Keywords

INDUSTRIAL efficiency

INDUSTRIAL productivity

MANAGEMENT

ORGANIZATIONAL behavior

ORGANIZATIONAL change

PROCESS control

TECHNOLOGICAL innovations

TECHNOLOGICAL progress

TOTAL quality management

Open access/full-text available

en No

Peer reviewed

en Yes

ISSN

0363-7425

DOI

10.5465/amr.2003.9416096

URL

Official Publisher's Webpage (Academy of Management)

Citation

Benner, M. J., & Tushman, M. L. (2003). Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28(2), 238–256. https://doi.org/10.5465/amr.2003.9416096

Cited in

Cross-Sector Research on Continuous Learning and Improvement

Abbreviation

AMR

Item sets

OB Citations - Cross-Sector Research on Learning and Improvement

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