Managing exploration persistency in ambidextrous organization:case of Fujifilm and Kodak
Managing exploration persistency in ambidextrous organization:case of Fujifilm and Kodak
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管理双元组织中的探索持久性：富士胶片和柯达案例
DOI：
10.1111/radm.12468
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发表时间：
2021
期刊：
影响因子：
--
通讯作者：
and J. Suzuki
中科院分区：
文献类型：
--
作者：
T. Shibata;Y. Baba;and J. Suzuki
双灵巧组织的概念允许探索和利用在组织内共存，它已经引起了相当大的兴趣，并且对理解企业转型过程很有用。我们的目标是通过结合探索持续性方面来推进双灵巧组织的框架。通过对1982年至2012年的专利数据的分析，我们深入的案例研究揭示了富士胶片和柯达在探索新技术和新业务方面的对比坚持。此外，我们还讨论了在双灵巧组织中，探索持续性的程度如何受到开发和知识积累的影响。在本文中，探索持久性被定义为组织沿着特定路径沿着一致的方向继续探索的程度，以及组织在探索活动中应用或投资的资源数量，直到组织意识到它正朝着错误的方向前进。我们通过探索坚持的视角审视富士和柯达的不同命运。
The concept of ambidextrous organization, which is allowing exploration and exploitation to coexist within an organization, has attracted considerable interest and is useful in understanding the corporate transformation process. We aim to advance the framework of ambidextrous organization by incorporating the aspect of exploration persistency. Our in‐depth case study revealed the contrasting persistence of exploration for new technology and new business between Fujifilm and Kodak through analysis of patent data from 1982 to 2012. Also, we discuss how the degree of exploration persistency is influenced by the effects of exploitation and knowledge accumulation within ambidextrous organization. In this paper, exploration persistency is defined as the degree to which an organization continues exploration in a consistent direction along a particular path and the amount of resources the organization applies to or invests in the exploration activity until the organization realizes that it is headed in the wrong direction. We examine the different fates of Fujifilm and Kodak through the lens of exploration persistency.