Exploitation, exploration, and process management: The productivity dilemma revisited
Publication Year: 2003
Journal: Academy of Management Review
We develop a contingency view of process management's influence on both techno- logical innovation and organizational adaptation. We argue that while process man- agement activities are beneficial for organizations in stable contexts, they are fun- damentally 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 inconsis- tent activities to coexist.