Summary articles Management of Product Innovation
2022/2023
Article 1 p. 2
Exploratory innovation, exploitative innovation, and performance: Effects of
organizational antecedents and environmental moderators
Jansen et al.
Article 2 p. 4
Stage-Gate Escalation
Klingebiel & Esser
Article 3 p. 5
Evaluating Novelty: The Role of Panels in the Selection of R&D Projects
Criscuolo et al.
Article 4 p. 6
Organizing Knowledge Production Teams Within Firms for Innovation
Aggarwal et al.
Article 5 p. 7
Organizing for innovation: A contingency view on innovative team configuration
Vakili & Kaplan
1
, Article 1 – Exploratory innovation, exploitative innovation, and performance: Effects
of organizational antecedents and environmental moderators - Jansen et al.
How ambidextrous organizations coordinate the development of exploratory and
exploitative innovation and influence on their performance.
How do informal and formal organizations influence different types of innovation.
Effectiveness of innovations depends on environmental aspects à Moderates
innovation and performance.
Exploratory innovation à Radical, meets the needs of emerging customers or
markets (new designs, new markets, new channels of distribution)
Exploitative innovation à Incremental, meets the needs of existing customers or
markets (Broaden existing knowledge, skills, improve processes and structures)
Coordinations mechanisms: Direct attention and group together key resources and
interdependent functions needed to develop innovations (may directly influence a
unit’s ability to pursue exploratory and exploitative innovation). Two generic types:
(1) Formal hierarchical structure
Centralization: The locus of authority and decision making, the extent to which
decision making is concentrated in an organization.
à Reduces exploratory innovations
à Beneficial for exploitative innovation
Hypothesis 1: The higher a unit’s centralization of decision making, (a) the lower its
level of exploratory innovation and (b) the higher its level of exploitative innovation
Formalization: The degree to which rules, procedures, instructions and
communications are formalized or written down.
à Constrains exploratory innovations
à Enhances exploitative innovations
Hypothesis 2: The higher a unit’s formalization, (a) the lower its level of exploratory
innovation and (b) the higher its level of exploitative innovation
(2) Informal social relations
Connectedness: increases opportunities for informal hall talk and accessibility
à Assists in enabling adoption of exploratory innovation, but beyond moderate level
it can limit access to alternative ways and decrease exploratory innovation.
à facilitates improving existing knowledge resources and increases exploitative
innovation
Hypothesis 3: (a) There will be an inverted U-shaped relationship between a unit’s
connectedness among its members and the level of exploratory innovation. (b) The
higher a unit’s connectedness among its members, the higher its level of exploitative
innovation.
2
2022/2023
Article 1 p. 2
Exploratory innovation, exploitative innovation, and performance: Effects of
organizational antecedents and environmental moderators
Jansen et al.
Article 2 p. 4
Stage-Gate Escalation
Klingebiel & Esser
Article 3 p. 5
Evaluating Novelty: The Role of Panels in the Selection of R&D Projects
Criscuolo et al.
Article 4 p. 6
Organizing Knowledge Production Teams Within Firms for Innovation
Aggarwal et al.
Article 5 p. 7
Organizing for innovation: A contingency view on innovative team configuration
Vakili & Kaplan
1
, Article 1 – Exploratory innovation, exploitative innovation, and performance: Effects
of organizational antecedents and environmental moderators - Jansen et al.
How ambidextrous organizations coordinate the development of exploratory and
exploitative innovation and influence on their performance.
How do informal and formal organizations influence different types of innovation.
Effectiveness of innovations depends on environmental aspects à Moderates
innovation and performance.
Exploratory innovation à Radical, meets the needs of emerging customers or
markets (new designs, new markets, new channels of distribution)
Exploitative innovation à Incremental, meets the needs of existing customers or
markets (Broaden existing knowledge, skills, improve processes and structures)
Coordinations mechanisms: Direct attention and group together key resources and
interdependent functions needed to develop innovations (may directly influence a
unit’s ability to pursue exploratory and exploitative innovation). Two generic types:
(1) Formal hierarchical structure
Centralization: The locus of authority and decision making, the extent to which
decision making is concentrated in an organization.
à Reduces exploratory innovations
à Beneficial for exploitative innovation
Hypothesis 1: The higher a unit’s centralization of decision making, (a) the lower its
level of exploratory innovation and (b) the higher its level of exploitative innovation
Formalization: The degree to which rules, procedures, instructions and
communications are formalized or written down.
à Constrains exploratory innovations
à Enhances exploitative innovations
Hypothesis 2: The higher a unit’s formalization, (a) the lower its level of exploratory
innovation and (b) the higher its level of exploitative innovation
(2) Informal social relations
Connectedness: increases opportunities for informal hall talk and accessibility
à Assists in enabling adoption of exploratory innovation, but beyond moderate level
it can limit access to alternative ways and decrease exploratory innovation.
à facilitates improving existing knowledge resources and increases exploitative
innovation
Hypothesis 3: (a) There will be an inverted U-shaped relationship between a unit’s
connectedness among its members and the level of exploratory innovation. (b) The
higher a unit’s connectedness among its members, the higher its level of exploitative
innovation.
2
