Strategies for the Management of Exploratory Opportunities
Heidi M.J. BertelsPeter A. Koen
Stevens Institute of Technology, Hoboken, NJ
Agenda
What exploration can do
The incumbent perspective
Research agenda: 3 dilemma’s
It’s hard to compete with…
… Adshel
… JetBlue
Why?
3
INNOVATION(product/service/process level)
Incremental Architectural Radical
INNOVATION(product/service/process level)
Incremental Architectural Radical
FINANCIAL HURDLE(Organizational Level)
Lower
Existing
Higher
INNOVATION(product/service/process level)
Incremental Architectural Radical
VALUE NETWORK(Ecology Level)
FINANCIAL HURDLE(Organizational Level)
NEW non consumer
NEW existing consumer
ESTABLISHED
Lower
Existing
Higher
3
Organizational Complexity
Separated?
Integrated?
Or both?
Financial Uncertainty
Financial assessments are important “…not because of their accuracy but because of the learning opportunities
they present.” (Govindarajan & Trimble, 2005)
Team Prior Knowledge
“What an individual can discover is related to his or her prior knowledge (prior experience and education).”
(Shane, 2000)
Take Away’s
3 dimensions along which to explore
3 dilemma’s to take into consideration
Heidi Bertels, PhD StudentPeter Koen, Associate Professor
