The paper "Effects of boundary spanning between explorative and exploitative units" reports on 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, in terms of both incremental (i.e. new to the company) and radical (i.e. new to the market) innovations. Drawing on social capital theory (SCT) and applying a knowledge-based view (KBV), a data set from the European Manufacturing Survey (EMS), collected in Switzerland with data from 476 organizations, was analyzed. 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
Pages:
14
Download size:
287 kB
Format:
PDF
Authors
Julien Nussbaum
HHL Leipzig Graduate School of Management
Dr. Lysander Weiss
Partner
venture.idea
Dr. Dominik Kanbach
Jun.-Prof.
HHL Leipzig Graduate School of Management
Quantifying the benefits of linking innovation units to the core business via so-called boundary spanning (relationship networks), leading to higher performance in both incremental and radical innovations:
- Linked-ambidextrous innovation units
- Relationship networks for linking organizational units (Boundary Spanning)
- Demonstrable increase in incremental and radical innovation
- Slowed innovation speed as a success factor (!)
Download the English paper now
Oops! Something went wrong while submitting the form.
Further publications
