How to Increase Exploration within the TQM Practice

Abstract Balancing exploitation (e.g. refinement and extension of existing competencies) with the need for exploration (e.g. experimentation with alternatives) is a hard task because, in essence, exploration and exploitation are contradictory organizational processes. However, the effectiveness of TQM requires that managers overcome this apparent paradox by tailoring their organization's balance between exploitation and exploration. This study has shown that exploration and exploitation is substantially different. In general, exploration is associated with weak-tie partners, organic structures, chaotic culture and autonomy. Exploitation is associated with mechanistic structures, tightly controlled systems, organizational memory, bureaucracy and stable markets.