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Books > Business & Economics > Business & management > Management of specific areas > Research & development management
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Balancing Exploration and Exploitation by Creating Organizational Think Tanks 2008 (Paperback, 2008 ed.)
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Balancing Exploration and Exploitation by Creating Organizational Think Tanks 2008 (Paperback, 2008 ed.)
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Key for successful knowledge management is a balance between
exploration and exploitation. Exploration means the generation of
new knowledge in non-targeted search processes, while exploitation
denotes the use of existing knowledge in targeted exploitation
processes. The relationship between the two processes is one of
fundamental tension; this poses a challenge to organisations which
seek to make their knowledge management effective. There is a
danger that exploration is neglected in favour of exploitation.
This results in an organisation which lacks innovation capability.
In order to prevent this, an idea has been put forward for debate
in recent knowledge management research called ambidexterity, which
means the simultaneous and balanced pursuing of both exploration
and exploitation activities. In the following work, Tatjana-Xenia
Puhan further develops this idea masterfully, by concluding that
ambidexterity need not necessarily be implemented in one single
organisation but can also be realised in a network of associated
organisations. This approach, which she terms interorganizational
ambidexterity is based on co-specialisation: one organisation is
devoted solely to exploration, while associated organisations focus
on their core competences in exploitation. Ms. Puhan additionally
draws on the concept of the think tank. Think tanks play an
increasingly important role in society: as a source of ideas, in an
advisory capacity and sometimes even as devil s advocate for the
purposes of injecting new momentum to current debate in society,
business and science."
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