Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later
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This article reflects on our 2003 article, “Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited,” which received the Academy of Management Review’s Best Article Award in 2003 and Decade Award in 2013. We consider the context within which we wrote the original article, with particular reference to the theoretical, empirical, and managerial problems salient at that time, and comment on the likely reasons the article has had a sustained influence in the field. Looking forward, we first ask whether the paradoxes and inconsistencies we discussed are still fundamental organizational challenges, and then go further to consider ways the domain of innovation itself has changed. We suggest that because of fundamental shifts in communication and information processing costs and the increasing modularity of products and services, the nature and locus of innovation have changed over the past decade. These secular trends have profound implications for our theories of innovation and organizations. Our extant theory and research are increasingly uncoupled from the phenomena. We would be well served to revisit the nature, locus, and basic processes of innovation.
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The open source movement tends to rely on self-organised and spontaneously emergent communities of volunteers which have the capacity of creating new markets.
“It tends to rely on self-organised and spontaneously emergent communities of volunteers which have the capacity of creating new markets (Benner & Tushman, 2015).”
From The sustainability of open source commons (2023) · cites this paper as Benner & Tushman, 2015
When considered, the open source movement is described as an alternative mode of innovation production, which may also be complementary to traditional ones.
“When considered, the open source movement is described as an alternative mode of innovation production, which may also be complementary to traditional ones (Benner & Tushman, 2015; Osterloh & Rota, 2007).”
From The sustainability of open source commons (2023) · cites this paper as Benner & Tushman, 2015
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- Authors
- Benner, M. J., & Tushman, M. L.
- Affiliations
- University of Minnesota (US)
- Harvard University (US)
- ORCID
- Benner, Mary J.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2015-10
- Volume
- 40
- Issue
- 4
- Pages
- 497-514
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W2082111073
- Cited by
- 343
- References
- 176
- Citations by year
- 2026: 19 · 2025: 25 · 2024: 32 · 2023: 24 · 2022: 44 · 2021: 46 · 2020: 35 · 2019: 43 · 2018: 24 · 2017: 33 · 2016: 16 · 2015: 2
- FWCI
- 70.01
- Type
- journal article
- Language
- en
- Open access
- green
- nrs.harvard.edu
- Licence
- cc-by
- Locations
- Academy of Management Review (publishedVersion)
- Digital Access to Scholarship at Harvard (DASH) (Harvard University) (submittedVersion, cc-by)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
- Keywords
- exploitation and exploration, process management, innovation theory, modularity, information processing costs, communication overhead, organizational change
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