Transcript Strategies for the Management of Exploratory Opportunities Heidi M.J. Bertels Peter A. Koen Stevens Institute of Technology, Hoboken, NJ.

Strategies for the Management of Exploratory
Opportunities
Heidi M.J. Bertels
Peter A. Koen
Stevens Institute of Technology, Hoboken, NJ
Agenda
What exploration can do
The incumbent perspective
Research agenda: 3 dilemma’s
It’s hard to compete with…
… Adshel
… JetBlue
Why?
3
INNOVATION
(product/service/process level)
Incremental
Architectural
Radical
INNOVATION
(product/service/process level)
Incremental
FINANCIAL HURDLE
(Organizational Level)
Architectural
Radical
VALUE NETWORK
(Ecology Level)
NEW non consumer
NEW existing consumer
INNOVATION
(product/service/process level)
ESTABLISHED
Incremental
FINANCIAL HURDLE
(Organizational Level)
Architectural
Radical
3
Organizational Complexity
Separated?
Integrated?
Or both?
Financial Uncertainty
Financial assessments are important “…not because of
their accuracy but because of the learning opportunities
they present.” (Govindarajan & Trimble, 2005)
Team Prior Knowledge
“What an individual can discover is related to his or her
prior knowledge (prior experience and education).”
(Shane, 2000)
Take Away’s
3 dimensions along which to explore
3 dilemma’s to take into consideration
Heidi Bertels, PhD Student
Peter Koen, Associate Professor