The interplay between explorative and exploitative activities within ambidextrous organizationsthe case of high reliability organizations

Resum

The main objectives of this research are to examine how and why key players support or hinder the implementation of a technological innovation and what influence the interaction between explorative and exploitative key players has, in the context of High Reliability Organizations (HROs). Encompassing the objectives, a qualitative in depth research in the form of a case study was conducted in two companies belonging to the aviation industry, in order to investigate interrelated causal links and interactions that would have been too complex to be analyzed from a quantitative approach. To obtain reliable results, method triangulation in form of interviews, focus groups, and partly as well direct observation and gathering of artifacts, was applied. Also, data triangulation based on evidence from firms’ internal documents, transcribed statements and discussions, and articles was used. The empirical results showed that there are certain key players and different forms of interactions that support or hinder the implementation of technological innovation. The supporting key players identified are: knowledge sharing exploitative players, innovation supporting informal leaders, and the so called side changers, that is, key players who have once been exploitative or explorative and changed side, while taking over new functions. Strongly hindering key players are: innovation opposing informal leaders, non-cooperative exploitative players, and also fanatic explorative players. With regard to formal and informal interactions, it was verified that the informal interactions have a tremendous influence, both at high and low hierarchical levels, regarding a successful implementation of an innovation. The main conclusions and implications of the research are that the election of the program leader for the implementation of an innovation as well as the election and engagement of different key players are crucial. Also formal and especially informal channels should be managed to a maximum extent in such undertaking. Interaction processes between exploitative and explorative players shall be iteratively intensified and managed closely, and also trust is a traction factor when implementing an innovation. Therefore, successful implementation of an innovation depends on several parameters, within the broader organizational context, but most notably on strong leadership, deliberate listening to and engagement of the exploitative players, the management of informal channels, and transparency in the communication.