Research into ambidextrous R&D in product development - new product development at a precision device maker: A case study

Mitsuru Kodama, Tomoatsu Shibata

Research output: Contribution to journalArticlepeer-review

10 Citations (Scopus)

Abstract

Through research into new product development processes at a precision device maker, this paper discusses the skilful management of knowledge boundaries that lie between various organisations, and between specialised human skills and functions that make up a project organisation, and presents the ways in which new organisational capabilities are brought about for the development of new products as exploratory activities that dynamically merge and integrated the various knowledge within a company. This paper describes some of the implications derived from analysis and observations of the new organisational forms of the company's ambidextrous R&D management which the company uses to engage in both 'uncertainty management (exploration)' and 'existing product management (exploitation)', through the partnering of its existing formal organisations and dynamic structuring of diverse multifunctional teams formed as projects spanning different specialisations and capabilities.

Original languageEnglish
Pages (from-to)279-306
Number of pages28
JournalTechnology Analysis and Strategic Management
Volume26
Issue number3
DOIs
Publication statusPublished - 2014 Mar

Keywords

  • R&D management
  • innovation
  • knowledge creation
  • organisation learning
  • product development

ASJC Scopus subject areas

  • Strategy and Management
  • Management Science and Operations Research

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