Combining Exploitative and Exploratory Cultures: The Case of a High Technology Giant

By Sharadindu Pandey and RRK Sharma.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

Exploitative and exploratory practices have conflicting orientations. Trans-cultural presence has necessitated combining these dual capabilities. The present study explores how company understudy is combining ambidextrous capabilities suitable for dynamic and stable scenario. The company in the case study has recently started operation in India. It is maintaining its core exploratory innovative capability at centre and adapting to the domestic scenario with exploitative mindset. The role of leadership and human resource management practices are core to the company’s strategy. The paper includes the findings from exploratory field study. The input is collected from the top executives of the company. The study depicts how conflicting orientation can be combined as complementary practices.

Keywords: Exploitative Activity, Exploratory Activity, Ambi-Dexterity, Complementarity

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 2, pp.127-134. Article: Print (Spiral Bound). Article: Electronic (PDF File; 782.650KB).

Sharadindu Pandey

Ph.D. Student, Industrial and Management Engineering, IIT Kanpur, Kanpur, UP, India

Mr.Sharadindu Pandey has published work in the field of organization change, innovation and stretgic orientation in the refereed International Journal. He is post graduate in management and pursuing doctorate from Indian Institute of Technology, Kanpur (India).

Dr. RRK Sharma

Professor, IME department, IIT Kanpur, Kanpur, UP, India

Prof. R.R.K. Sharma is a Professor of Management at Industrial and Management Engineering Department, Indian Institute of Technology, Kanpur, India. His research interest includes change management, innovation and operation management problems.


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