01143nas a2200145   4500008004100000245006100041210006100102260000900163300001200172490000600184520071100190653001500901100001700916856006400933       2012                        eng d00aDesigning organizations for exploration and exploitation0 aDesigning organizations for exploration and exploitation  c2012  a5 pages0 v13 aAll organizations face the core challenge of deciding on investments in two very different types of activities: exploration and exploitation. Exploration activities are future-oriented, such as developing new capabilities, experimenting with new technologies, and pursuing new customers and markets. Exploitation activities, in contrast, focus on the refinement of existing competencies, processes, and products. Because an organization’s design should reflect its goals, it is difficult to accommodate exploration and exploitation activities within a single organization. This article discusses four major approaches used to tackle this problem, and notes the strengths and limitations of each approach.10aManagement1 aCarroll, Tim  uhttps://papers.ssrn.com/sol3/papers.cfm?abstract_id=2184758