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Strategies for the Management of Exploratory Opportunities

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.

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Strategies for the Management of Exploratory Opportunities

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

  2. Agenda What exploration can do The incumbent perspective Research agenda: 3 dilemma’s

  3. It’s hard to compete with…

  4. … Adshel

  5. … JetBlue

  6. Why?

  7. 3

  8. INNOVATION (product/service/process level) Incremental Architectural Radical

  9. INNOVATION (product/service/process level) Incremental Architectural Radical Existing Higher Lower FINANCIAL HURDLE (Organizational Level)

  10. VALUE NETWORK (Ecology Level) NEW non consumer NEW existing consumer ESTABLISHED INNOVATION (product/service/process level) Incremental Architectural Radical Existing Higher Lower FINANCIAL HURDLE (Organizational Level)

  11. 3

  12. Organizational Complexity

  13. Separated? Integrated? Or both?

  14. Financial Uncertainty

  15. Financial assessments are important “…not because of their accuracy but because of the learning opportunities they present.” (Govindarajan & Trimble, 2005)

  16. Team Prior Knowledge

  17. “What an individual can discover is related to his or her prior knowledge (prior experience and education).” (Shane, 2000)

  18. Take Away’s 3 dimensions along which to explore 3 dilemma’s to take into consideration

  19. Heidi Bertels, PhD Student Peter Koen, Associate Professor

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