The paper "Effects of boundary spanning between explorative and exploitative units" reports the results of an ongoing research project investigating the effects of boundary spanning activities between explorative and exploitative units in structurally ambidextrous organizations on their product innovation performance, both in terms of incremental (i.e. new to the firm) and radical (i.e. new to the market) innovations. Drawing on social capital theory (SCT) and applying a knowledge-based perspective (KBV), a dataset from the European Manufacturing Survey (EMS), which was collected in Switzerland with data from 476 organizations, was analyzed. The preliminary results show that boundary spanning activities between explorative and exploitative units are indeed associated with higher product innovation performance and that innovation speed plays an important mediating role in this relationship.
Effects of boundary spanning between explorative and exploitative units
Conference Paper - CINet 2024
Publication data
Publication:
2024
Language:
English
Page numbers:
14
Download size:
287 kB
Format:
PDF
Authors
Julien Nussbaum
HHL Leipzig Graduate School of Management
Dr. Lysander White
Partner
venture.idea
Dr. Dominik Kanbach
Jun.-Prof.
HHL Leipzig Graduate School of Management
Quantify the benefits of linking innovation units to the core business via boundary spanning (relationship networks), leading to higher performance in both incremental and radical innovation:
- Linked-ambidextrous innovation units
- Relationship networks for linking organizational units (boundary spanning)
- Proven increase in incremental and radical innovation
- Slower pace of innovation as a success factor (!)
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