The concept of ambidextrous organization, which is allowing exploration and exploitation to coexist within an organization, has attracted considerable interest and is useful in understanding the corporate transformation process. We aim to advance the framework of ambidextrous organization by incorporating the aspect of exploration persistency. Our in-depth case study revealed the contrasting persistence of exploration for new technology and new business between Fujifilm and Kodak through analysis of patent data from 1982 to 2012. Also, we discuss how the degree of exploration persistency is influenced by the effects of exploitation and knowledge accumulation within ambidextrous organization. In this paper, exploration persistency is defined as the degree to which an organization continues exploration in a consistent direction along a particular path and the amount of resources the organization applies to or invests in the exploration activity until the organization realizes that it is headed in the wrong direction. We examine the different fates of Fujifilm and Kodak through the lens of exploration persistency.

中文翻译：

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管理灵巧组织中的探索持久性

允许探索和开发在组织内共存的双元组织概念引起了相当大的兴趣，并且有助于理解企业转型过程。我们的目标是通过结合探索持久性方面来推进灵巧组织的框架。我们深入的案例研究通过分析 1982 年至 2012 年的专利数据，揭示了富士胶片和柯达在新技术和新业务探索上的对比持久性。此外，我们还讨论了探索持久性程度如何受开发和新业务的影响。灵巧组织内的知识积累。在本文中，探索持久性被定义为组织沿着特定路径在一致方向上继续探索的程度，以及组织在探索活动中应用或投资的资源量，直到组织意识到它正朝着错误的方向前进。我们通过探索坚持的视角来审视富士胶片和柯达的不同命运。