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Exploring and exploiting inventors at Westco: a case of ambidexterity in R&D

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  • Hans Andersson
  • Mattias Johansson

Abstract

Achieving both exploration and exploitation at the same time has become an increasingly important success factor for both firms and units within firms. Based on a single case study, this paper addresses how R&D units, traditionally regarded as responsible for firms' explorative activities, work to also increase exploitation in R&D. The results suggest that in a project intensive context such as R&D, the role of project management becomes more important to achieve ambidexterity. It is, however, not an easy task for project managers to take on, and the Westco case provides illustrative examples of both pitfalls and structures designed to help the managers.

Suggested Citation

  • Hans Andersson & Mattias Johansson, 2010. "Exploring and exploiting inventors at Westco: a case of ambidexterity in R&D," International Journal of Project Organisation and Management, Inderscience Enterprises Ltd, vol. 2(3), pages 254-266.
    • Handle: RePEc:ids:ijpoma:v:2:y:2010:i:3:p:254-266
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    Cited by:

    1. Li Liu & Xuerong Wang & Zhaohan Sheng, 2012. "Achieving ambidexterity in large, complex engineering projects: a case study of the Sutong Bridge project," Construction Management and Economics, Taylor & Francis Journals, vol. 30(5), pages 399-409, March.
    2. Joanna Radomska & Przemysław Wołczek, 2020. "Integrative Perspective on Ambidexterity, Creativity and Networking: Literature Overview," European Research Studies Journal, European Research Studies Journal, vol. 0(3), pages 31-49.

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