国外营销论文04Benner_Tushman_2003_AMR.pdfVIP

A Academy of Management Review 2003, Vol. 28, No. 2, 238-256. AND EXPLOITATION,EXPLORATION, PROCESS THE MANAGEMENT: PRODUCTIVITY DILEMMAREVISITED MARY J. BENNER University of Pennsylvania MICHAELL. TUSHMAN Harvard Business School We develop a contingency view of process managements 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. Twenty-five years ago, Abernathy (1978) sug- ance between exploitation and exploration, or gested that a firms focus on productivity gains between incremental and radical organization- inhibited its flexibility and ability to innovate. al change, has been a consistent theme across Abernathy observed that, in the automobile in- several