van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2018)

The knowledge protection paradox: imitation and innovation through knowledge sharing

International Journal of Technology Management

Walrave, Bob; Romme, A. Georges L., van Oorschot, Kim & Langerak, Fred (2017)

Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity

Industrial and Corporate Change, 26(6), s. 1145- 1160. Doi: 10.1093/icc/dtx015

Managerial attention to exploitation and exploration has a strong influence on organizational performance. However, there is hardly any knowledge about whether senior managers need to adjust their distribution of attention to exploitation and exploration in response to major changes in demand patterns in their industry. Drawing on the analysis of a panel data set of 86 firms in the information technology industry exposed to an economic recession and recovery, we find that successfully navigating an economic downturn demands more managerial attention to exploration, while leveraging the subsequent upswing requires more attention to exploitation. As such, this study contributes to the literature by providing a dynamic perspective on ambidexterity: that is, senior managers need to redistribute their attention to exploration and exploitation to effectively meet the changing environmental demands over time.

van Oorschot, Kim; Eling, Katrin & Langerak, Fred (2017)

Measuring the Knowns to Manage the Unknown: How to Choose the Gate Timing Strategy in NPD Projects

The Journal of product innovation management Doi: 10.1111/jpim.12383

Stage‐wise timing of new product development (NPD) activities is advantageous for a project's performance. The literature does not, however, specify whether this implies setting and adhering to a fixed schedule of gate meetings from the start of the project or allowing flexibility to adjust the schedule throughout the NPD process. In the initial project plan, managers and/or development teams often underrate the time required to complete the project because of task underestimation. Although the level of task underestimation (i.e., the unknown) is not identifiable at the start of the project, our study argues that project managers and/or teams can manage the unknown by measuring three project conditions (i.e., the knowns) during front‐end execution, and use their values to select the best gate timing strategy. These project conditions entail: (i) the number of unexpected tasks discovered during the front‐end, (ii) the willingness of customers to postpone their purchase in case the execution of these unexpected tasks would lead to a delayed market launch, and (iii) the number of unexpected tasks discovered just before the front‐end gate. Together these conditions determine whether a more fixed or more flexible gate timing strategy is most appropriate to use. The findings of a system dynamics simulation corroborate the supposition that the interplay between the three project conditions measured during front‐end execution determines which of four gate timing strategies with different levels of flexibility (i.e., one fixed, one flexible, and two hybrid forms) maximizes new product profitability. This finding has important implications for both theory and practice as we now comprehend that the knowns can be used to manage the unknown.

van Oorschot, Kim (2017)

Shared Space for Organizations: Enablers for Innovative Projects

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

van Oorschot, Kim; Van Wassenhove, Luk N., Sengupta, Kishore & Akkermans, Henk (2016)

Have we lost the ability to listen to bad news?

The European Business Review, s. 7- 11.

van Oorschot, Kim; Karlsen, Jan Terje & Solli-Sæther, Hans (2017)

Del kunnskapen med kineserne. Skal du lykkes i Kina, er det bedre å dele kunnskap enn å forsøke å beskytte den

Dagens næringsliv [Kronikk]

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2014)

Lurt å dele kunnskap?

Sunnmørsposten [Kronikk]

Karlsen, Jan Terje; Solli-Sæther, Hans, van Oorschot, Kim & Vaagaasar, Anne Live (1)

Kan du stole på din utenlandske leverandør?

BI Leadership Magazine [Kronikk]

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (1)

Lurt å dele kunnskap?

BI Leadership Magazine [Kronikk]

van Oorschot, Kim (2017)

Managing the unknown

[Popular scientific article]. BI Leadership Magazine, s. 38- 39. Doi: https://issuu.com/bi_business_school/docs/bi_leadership_magazine_2017_18_e-pa

Walrave, Bob; dolmans, sharon, van Oorschot, Kim & van hellemond, stefan (2016)

Concurrent plan-driven versus sequential agile development - Keeping up appearances in embedded systems development

[Academic lecture]. International Product Development Management Conference.

van Oorschot, Kim (2016)

How do you make sense of bad news and good vibes?

[Popular scientific article]. BI Leadership Magazine, s. 26- 27.

van Oorschot, Kim (2016)

Causal loop diagramming

van der Duin, Patrick (red.). Foresight in Organizations - Methods and Tools

Karlsen, Jan Terje; Solli-Sæther, Hans, Solli-Sæther, Hans, van Oorschot, Kim & Vaagaasar, Anne Live (2015)

Kan du stole på din utenlandske leverandør?

[Popular scientific article]. BI Business Review