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Managing exploratory innovation

  • Florence Charue-Duboc

    (CRG - Centre de recherche en gestion - CNRS : UMR7655 - Polytechnique - X)

  • Franck Aggeri


    (CGS - Centre de Gestion Scientifique - Mines ParisTech)

  • Valérie Chanal


    (PACTE - Politiques publiques, ACtion politique, TErritoires - Institut d'Études Politiques de Grenoble - CNRS : UMR5194 - Université Pierre Mendès-France - Grenoble II - Université Joseph Fourier - Grenoble I)

  • Gilles Garel

    (IRG - Institut de Recherche en Gestion - Université Paris XII Val de Marne : EA2354 - Université Paris-Est)

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    Although the concept of exploration has been widely used in management research since James March's seminal article, the literature on exploration remains rather fuzzy. The question of exploration is dominated by the literature on ambidexterity but this research actually says little about concretely managing exploratory innovation itself, although this appears to be a central concern of most industrial firms today. Based on a material (twenty presentations made in a research seminar the authors have organized in the last two years) and a critical review of the literature, this paper provides new theoretical and managerial insights on the management of exploratory innovation. We first identify three complementary perspectives: 1. Managing knowledge for exploration, 2. Organizing for exploration, and 3. Creating new value spaces. Secondly, we recommend focusing the management of exploratory innovation on the following two processes: identifying an exploratory field, creating new opportunities via experimentation.

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    Paper provided by HAL in its series Post-Print with number halshs-00496341.

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    Date of creation: 19 May 2010
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    Publication status: Published - Presented, Back to the Future, 2010, Roma, Italy
    Handle: RePEc:hal:journl:halshs-00496341
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