Innovation by knowledge exploration and exploitation: an empirical study of the automotive industry

Abstract In face of dynamic environment, such as the automotive sector, organizations are challenged to establish strategic flexibility through innovations, which require knowledge exploration and exploitation. Previous studies point out that the combination of knowledge exploration and exploitation is the ideal strategy for innovation since it will lead organizations to access new technologies and refine and improve the dominant technology through the exploitation of primary knowledge. Most studies on the subject focus their contributions on analyzing the impact of knowledge management initiatives and the knowledge exploration and exploitation on the company’s innovative and financial performance; however, few studies have investigated the organizational factors that sustain the knowledge exploration and exploitation. The research results show that the processes of exploration and exploitation are impacted differently by five contextual factors considered in this research (human resource management, collaborative leadership, learning culture, autonomy and information technology (IT) systems). While exploration is most impacted by a learning culture, autonomy and IT systems, exploitation is closer related to collaborative leadership and learning culture.

摘要
面对汽车行业等动态变革环境，各类组织需通过创新构建战略柔性，而创新实践离不开知识探索与知识开发两大核心活动。既有研究表明，知识探索与知识开发的结合是创新的理想策略：既能够帮助组织获取新兴技术，又可通过核心知识开发优化现有主导技术。目前该领域的多数研究均聚焦于分析知识管理举措、知识探索与开发对企业创新绩效与财务绩效的影响，但鲜有研究探讨能够支撑知识探索与开发活动的组织因素。本研究结果显示，本次纳入分析的五大情境因素——人力资源管理、协同型领导、学习型文化、自主权以及信息技术（IT）系统——对知识探索与知识开发流程的影响存在显著差异：知识探索受学习型文化、自主权与IT系统的影响最为显著，而知识开发则与协同型领导和学习型文化关联更为紧密。