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Journal of Management and Business Research, 2017
34（ 2 ）：189-214
DOI： 10.6504/JOM.2017.34.02.03 |
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| Vacillation between the Exploitation and the Exploration of Technology: Ambidextrous Organization |
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How do organizations survive in the face of technology changes? Can organizations adapt and maintain an appropriate balance between exploration and exploitation? Previous studies often regarded this trade-off as insurmountable, but more recent literature has presented a range of reasons to support ambidexterity. Past studies treated ambidexterity often focused on balancing the tension by organization. In other words, the subjects were circled around the perspective of “adaptability” and “alignment”.
Based on the perspective of “social network”, we propose that adaptability is a kind of “harmonious interactive relationship” between organization and technological environment. We selected Taiwan Semiconductor Manufacturing Company (TSMC) and United Microelectronics Corporation (UMC) as our empirical data. We then apply the notion of network of inventors to demonstrate how organizations perform an ambidextrous strategy to manage technology transition. In conclusion, we propose some managerial implication.
The contributions of this paper are twofold. First is to explain how organizations pursue both incremental and discontinuous innovation simultaneously by the network structural perspective. Second is to investigate the network structure of R&D activities to further demonstrate how organizations react in response with environmental challenge. |
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| exploration, exploitation, ambidextrous organization, social network analysis, technology innovation |
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