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Abstract：
This paper examines how established firms use their core competences to diversify their business by exploring and ultimately developing green technologies. In contrast to start-ups dedicated to a green mission, diversifying into green markets by developing new products based on existing core competences has proven to be challenging. This is because the exploration processes to find a match between green technology opportunities and internal competences is complex and new to most established firms. This paper gains insights into exploration processes for green technologies and the learning modes and outcomes linked to these processes. We examined exploration processes at the microlevel in an embedded case study of an engineering firm using a combination of the \"fireworks\" innovation process model and organizational learning theory. First, we found that developing green technologies involves a long-term exploratory process without guarantee of (quick) success and likely involves many exploration failures. Second, as exploration unfolds along multiple technology trajectories, learning occurs in individual exploration paths (on-path), when new paths are pursued (path-initiation), and when knowledge from one path is spilled over to subsequent paths (across-paths). Third, to increase their chances for success, firms can increase the efficiency of exploration by fostering a failure-friendly organizational culture, deliberately experimenting, and purposefully learning from failures.
摘要：
本文研究了成熟的公司如何通过探索和最终开发绿色技术来利用其核心能力来实现业务多元化。与致力于绿色使命的初创企业相反，事实证明，通过基于现有核心能力开发新产品来实现绿色市场的多样化具有挑战性。这是因为在绿色技术机会和内部能力之间寻找匹配的探索过程对于大多数成熟的公司来说是复杂而新的。本文深入了解绿色技术的探索过程以及与这些过程相关的学习模式和结果。我们结合了“烟花”创新过程模型和组织学习理论，在工程公司的嵌入式案例研究中研究了微观层面的探索过程。首先,我们发现，开发绿色技术涉及长期的探索过程，不能保证（快速）成功，并且可能涉及许多探索失败。第二,随着探索沿着多个技术轨迹展开，学习发生在个人探索路径(路径上)，当追求新的路径(路径启动)时，以及当来自一个路径的知识溢出到后续路径（跨路径）时。第三，为了增加他们成功的机会，企业可以通过培养对失败友好的组织文化来提高探索的效率，故意做实验,有目的地从失败中学习。
