Decision models in explorative and exploitative innovation projects: a case study

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Innovation processes are seen as collections of decisions that are made in the context of a single innovation project. Those decisions determine the course and the final success of an innovation project. There is, however, a lack of literature on how decisions are made in innovation projects. In this paper we analyse the decision making in three innovation projects in the construction industry. In our study, we make a distinction between two different project types: explorative and exploitative innovation projects. Based on the literature on decision making we distinguish four decision models (unilateral, consultative, non-cooperative and cooperative) and four decision categories (innovation design, marketing, organizations and operations management) which we combine in a conceptual model. The conceptual model is applied in three cases and we found patterns of decision making based upon the type of innovation project and decision category. Our empirical findings address differences in explorative and exploitative innovation projects due to the character of both types of innovation projects. These findings contribute to the literature on decision making in innovation projects and have implications for the management of innovation projects.
Original languageEnglish
Title of host publication14th CINet conference, Nijmegen, 9-11 September 2013
PublisherThe Continuous Innovation Network (CINet)
Publication statusPublished - 2013
Event14th International CINet Conference 2013: Business Development and Co-creation - Nijmegen, Netherlands
Duration: 8 Sept 201311 Sept 2013
Conference number: 14

Publication series

PublisherThe Continuous Innovation Network (CINet)


Conference14th International CINet Conference 2013
Internet address


  • IR-87329
  • METIS-297939


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