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Research into ambidextrous R&D in product development – new product development at a precision device maker: a case study

Through research into new product development processes at a precision device maker, this paper discusses the skilful management of knowledge boundaries that lie between various organisations, and between specialised human skills and functions that make up a project organisation, and presents the ways in which new organisational capabilities are brought about for the development of new products as exploratory activities that dynamically merge and integrated the various knowledge within a company. This paper describes some of the implications derived from analysis and observations of the new organisational forms of the company's ambidextrous R&D management which the company uses to engage in both ‘uncertainty management (exploration)’ and ‘existing product management (exploitation)’, through the partnering of its existing formal organisations and dynamic structuring of diverse multifunctional teams formed as projects spanning different specialisations and capabilities.