Exploration for innovation: capability-based search approaches in established firms
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| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
Lichtenberg
Harland Media
2010
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| Online-Zugang: | Inhaltstext Inhaltsverzeichnis |
| Beschreibung: | Zsfassung in dt. und engl. Sprache |
| Beschreibung: | XVI, 228 S. Ill., graph. Darst. 21 cm |
| ISBN: | 9783938363652 |
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Datensatz im Suchindex
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Titel: Exploration for innovation
Autor: Zeschky, Marco
Jahr: 2010
Index
Contents.XIH
Figures.XVII
Tables---------------------------------.XTX
Abbreviations_._._XXI
1. Introduction_._._.1
1.1. Motivation and goal.1
1.2. Terms and definitions.17
1.3. Research concept.22
1.4. Thesis structure.27
2. Theoretical key issues in exploration for innovation------------------------------31
2.1. Tensions and relations between exploration and exploitation.31
2.2. Organizational learning perspective on exploration.35
3. Practical key issues in exploration for innovation------------------.--------------45
3.1. Exploration and exploitation in the light of innovation.45
3.2. Creativity in exploration and innovation.48
3.3. Exploration and innovation in established firms.51
3.4. Reference framework.63
4. Empirical findings on exploration for innovation.-------------------------------67
4.1. Case selection.67
4.2. Case 1: Ciba AG.70
4.3. Case 2: W. L. Gore Associates.80
4.4. Case 3: Hilti AG.92
4.5. Case 4: Btihler AG.102
5. Conceptualizing firms' exploration approach-------?.?.-------------._113
5.1. Single-case summary.113
5.2. Conceptual framework development.126
5.3. Cross-case analysis.127
5.4. Summary of the conceptual model.156
XH Index
6. Theoretical implications----.-------.?.159
6.1. Directed exploration in organizational learning.159
6.2. Theoretical base for exploration for innovation.160
6.3. Hypotheses on firms' exploration propensity.167
6.4. Hypotheses on firms' exploration efficacy.169
6.5. Hypotheses on firms' exploration efficiency.172
6.6. Summary of hypotheses.176
7. Managerial implications.?.?.?.?.-----.-------.177
7.1. Design parameters for increased exploration propensity.177
7.2. Design parameters for increased exploration efficacy.180
7.3. Design parameters for increased exploration efficiency.184
7.4. Summary.186
8. Conclusion.-----.?.--------.?.?.-------.-----.?189
8.1. Implications for management theory.189
8.2. Implications for management practice.194
References-------------------------------------------------------------------------------201
Appendix?._._._.?.221
Contents
Figures.XVII
Tables.XIX
Abbreviations_._._._.XXI
1. Introduction.1
1.1. Motivation and goal.1
1.1.1. Relevance of research subject.1
1.1.2. Deficits in current research.3
1.1.3. Research objective.16
1.2. Terms and definitions.17
1.3. Research concept.22
1.3.1. Research classification.22
1.3.2. Research methodology.22
1.4. Thesis structure.27
2. Theoretical key issues in exploration for innovation_31
2.1. Tensions and relations between exploration and exploitation.31
2.1.1. Strategic management.32
2.1.2. Organization design.33
2.1.3. Technological innovation.34
2.2. Organizational learning perspective on exploration.35
2.2.1. Characteristics of exploration and exploitation.36
2.2.2. Search motivation and search behavior.38
2.2.3. Cognitive and experiential search.39
2.2.4. Exploitation: problemistic and local search.40
2.2.5. Exploration: slack and distant search.42
3. Practical key issues in exploration for innovation ??.-------------------------. 45
3.1. Exploration and exploitation in the light of innovation.45
3.1.1. Developing exploitative innovation.46
3.1.2. Developing exploratory innovation.47
3.2. Creativity in exploration and innovation.48
3.2.1. Recombinant search.49
XTV Contents
3.2.2. Analogical search.50
3.3. Exploration and innovation in established firms.51
3.3.1. Framework for innovation in established firms.52
3.3.2. Opportunity identification.55
3.3.3. Facilitating opportunity identification.60
3.4. Reference framework.63
4. Empirical findings on exploration for innovation._._._._67
4.1. Case selection.67
4.2. Case 1: Ciba AG.70
4.2.1. Company profile.70
4.2.2. R D organization and resources.70
4.2.3. Exploration strategy and procedure.72
4.2.4. Environmental aspects conducive to exploration.78
4.2.5. Summary.78
4.3. Case 2: W. L. Gore Associates.80
4.3.1. Company profile.80
4.3.2. R D organization and resources.81
4.3.3. Exploration: strategy and procedure.84
4.3.4. Environmental aspects conducive to exploration.89
4.3.5. Summary.91
4.4. Case 3: Hilti AG.92
4.4.1. Company profile.92
4.4.2. R D organization and resources.93
4.4.3. Exploration: strategy and procedure.95
4.4.4. Environmental aspects conducive to exploration.100
4.4.5. Summary.101
4.5. Case 4: Buhler AG.102
4.5.1. Company profile.102
4.5.2. R D organization and resources.103
4.5.3. Exploration: strategy and procedure.105
4.5.4. Environmental aspects conducive to exploration.109
4.5.5. Summary.110
5. Conceptualizing firms' exploration approach_._._._._113
5.1. Single-case summary.113
5.1.1. Strategic and procedural approaches.114
Contents XV
5.1.2. Organizational set up.118
5.1.3. Influence on R D performance.123
5.2. Conceptual framework development.126
5.3. Cross-case analysis.127
5.3.1. Elements impacting exploration propensity.129
5.3.2. Elements impacting exploration efficacy.134
5.3.3. Elements impacting exploration efficiency.149
5.4. Summary of the conceptual model.156
6. Theoretical implications.159
6.1. Directed exploration in organizational learning.159
6.2. Theoretical base for exploration for innovation.160
6.2.1. The absorptive capacity of firms.161
6.2.2. Firms' exploration approach and absorptive capacity.165
6.3. Hypotheses on firms' exploration propensity.167
6.4. Hypotheses on firms' exploration efficacy.169
6.5. Hypotheses on firms' exploration efficiency.172
6.6. Summary of hypotheses.176
7. Managerial implications.177
7.1. Design parameters for increased exploration propensity.177
7.1.1. Living firm values.177
7.1.2. Defining a challenging product strategy.178
7.2. Design parameters for increased exploration efficacy.180
7.2.1. Stretching existing capabilities.180
7.2.2. Focusing on applications, effects, and outcomes.181
7.2.3. Exploring along the value chain.182
7.3. Design parameters for increased exploration efficiency.184
7.3.1. Designing an exploration organization.184
7.3.2. Fostering broad and deep knowledge structures.186
7.4. Summary.186
8. Conclusion_._.189
8.1. Implications for management theory.Igo.
8.1.1. Summary and contributions to research.189
8.1.2. Directions for further research.193
8.2. Implications for management practice.194
XVI Contents
8.2.1. Central statements and recommendations.194
8.2.2. Future directions and trends.198
References------._.-----------._._._._._._._201
Appendix.---------.-----.----------._.----------.---------.221
Figures
Figure 1: Literature streams related to exploration for innovation.10
Figure 2: Exploration and exploitation as two ends of the same continuum.20
Figure 3: Approach to conducting the research project.26
Figure 4: Structure of the thesis.29
Figure 5: Reference framework.64
Figure 6: Core and beyond core business at Ciba.73
Figure 7: Innovation project categorization at Ciba.74
Figure 8: Ciba's exploration process.77
Figure 9: Scope of technology-market engagement at Gore.83
Figure 10: Gore's exploration strategy.85
Figure 11: Project risk matrix at Gore.88
Figure 12: Hilti organization.94
Figure 13: Hilti business model.96
Figure 14: Time-To-Market process at Hilti.98
Figure 15: Btthler Organization.103
Figure 16: Core business and value chain at Biihler.106
Figure 17: Search fields at Biihler.107
Figure 18: Conceptual framework of exploration for innovation.127
Figure 19: Relationship between product core concepts and core components.138
Figure 20: Concept of technological competence leveraging.143
Figure 21: Capability stretching and matching within exploration.147
Figure 22: Concept of abstraction and analogy in exploration.154
Figure 23: Summary of the conceptual model.157
Figure 24: Potential and realized absorptive capacity.163
Figure 25: Relationship between firms' absorptive capacity and exploration.166
Figure 26: Horizontal and vertical exploration within the value chain.183
Figure 27: Summary of managerial implications.188
Tables
Table 1: Research interests in entrepreneurship.5
Table 2: Overview of knowledge distribution in problem situations.13
Table 3: Overview of empirical dataset.25
Table 4: Management fields concerned with exploration and exploitation.35
Table 5: Types and characteristics of corporate entrepreneurship.54
Table 6: Sample companies for in-depth case studies.68
Table 7: Comparison of exploration strategy across sample companies.118
Table 8: Comparison of exploration facilitators across sample companies.123
Table 9: R D effectiveness measure of sample companies.125
Table 10: Comparison of exploration scope across sample companies.133
Table 11: Overview of sample firms'leverage potential.145
Table 12: Locus of knowledge exploration in sample firms.152
Table 13: Overview of hypotheses.176
Table 14: Implications of focusing on applications, effects, and outcomes.182 |
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| author | Zeschky, Marco |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Thesis Book |
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| spellingShingle | Zeschky, Marco Exploration for innovation capability-based search approaches in established firms Unternehmen (DE-588)4061963-1 gnd Strategisches Management (DE-588)4124261-0 gnd Forschung und Entwicklung (DE-588)4017897-3 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4124261-0 (DE-588)4017897-3 (DE-588)4161817-8 (DE-588)4113937-9 |
| title | Exploration for innovation capability-based search approaches in established firms |
| title_auth | Exploration for innovation capability-based search approaches in established firms |
| title_exact_search | Exploration for innovation capability-based search approaches in established firms |
| title_full | Exploration for innovation capability-based search approaches in established firms Marco Zeschky |
| title_fullStr | Exploration for innovation capability-based search approaches in established firms Marco Zeschky |
| title_full_unstemmed | Exploration for innovation capability-based search approaches in established firms Marco Zeschky |
| title_short | Exploration for innovation |
| title_sort | exploration for innovation capability based search approaches in established firms |
| title_sub | capability-based search approaches in established firms |
| topic | Unternehmen (DE-588)4061963-1 gnd Strategisches Management (DE-588)4124261-0 gnd Forschung und Entwicklung (DE-588)4017897-3 gnd Innovationsmanagement (DE-588)4161817-8 gnd |
| topic_facet | Unternehmen Strategisches Management Forschung und Entwicklung Innovationsmanagement Hochschulschrift |
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