Mert Yigit

Bio: Mert Yigit is an academic researcher. The author has contributed to research in topics: Ambidexterity & Attachment theory. The author has an hindex of 1, co-authored 1 publications receiving 13 citations.

Organizational Ambidexterity : Balancing Exploitation and Exploration in Organizations

Abstract: Purpose: This paper aims to investigate necessity of ambidexterity for organizations. The main interest of this thesis is to investigate why organizations should be ambidextrous and how organizations can reach ambidexterity under the pressure of limited resources and competitive market condition. Findings: This thesis explored relations and tensions between exploitation and exploration in organizational and individual aspects. Findings in the research show that communication skill of the subunits in the case company need to be strengthened. Subunits need to be independent from each other. However, they should be aware of other subunits’ actions. In this sense, there is need for strong information flow between all units in the case company. Participation of employees and teamwork should be promoted by leaders. This thesis suggests that establishing special subunits for explorative activities would not only leverage explorative processes in the organizations but it would also leverage exploitative activities. This issue causes time management and scheduling problem for the employees and also individuals are distracted by focusing on conflicting dimensions such as explorative and exploitative tasks. Behavioral integrity is one of the most important subjects. Behavioral integrity is the key factor to provide consistency between subunits. Independent subunits with common vision lead firms to ambidexterity. Implications: The implications of this study contribute to achievement of organizational ambidexterity in companies. This thesis was started with introduction to importance of ambidexterity, organizational ambidexterity, exploration and exploitation in case of long and short term organizational performance in sight of knowledge based and managerial perspective. It also explored relations and tensions between these dimensions such as exploration and exploitation in terms of organizational and individual aspects, contextual and structural ambidexterity, social support and performance management, dynamic and ambidextrous capabilities with implication of case study research.

The Role of Family Climates and Attachment Style in Romantic Relationship in Predicting Relation Role Expectations Among Adults

Abstract: Considering the increasing divorce rates today, it is noteworthy that it is necessary to determine the factors that individuals pay attention to in choosing a spouse. From this point of view, the aim of the study is to examine the effect of family climate and attachment style on the prediction of adults' relationship role expectations.The sample of the study consists of 256 women and 103 men who are legally of age living in Turkey. Based on the purpose of the research, the data were collected with the Personal Information Form, Marriage Role Expectation Scale, the Family Climate Scale and the Three-Dimensional Attachment Styles Scale. Correlations between variables were examined and multiple regression analysis was performed. According to the results of the research, relationship role expectations showed correlations with individuals' age, gender, number of siblings, family type, marital status, cohabitants and romantic relationship status. It was seen that the only variable predicting egalitarian role expectation was gender. Gender, marital status, intergenerational authority, secure attachment style, and anxious-avoidant attachment variables were found to predict traditional role expectancy. Keywords: Marriage role expectations, attachment, family climate, role theory, family system theory.

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

Abstract: Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …

Performance Effects of Exploratory and Exploitative Innovation Strategies and the Moderating Role of External Innovation Partners

Abstract: In today's dynamic environment, the involvement of external partners in the innovation process is frequently assumed to be a panacea to cut costs while improving outcomes. In this study, we scrutinize how different collaboration types influence the effects of exploitative and exploratory innovation strategies on new product development (NPD) performance. For our analyses, we draw on a survey comprising a sample of 254 technology-based German firms. Our findings indicate that exploitative strategies are best pursued without comprehensive external collaborations, while the involvement of several partners in a balanced approach is most promising for exploratory strategies. Joint exploration with competitors, in particular, shows the highest effects on NPD performance. The paper discusses the findings and provides several implications for future research.

Perceived mutual impact of strategy and organizational structure: Findings from the high-technology enterprises

Abstract: The paper aims to investigate the relationship between strategy and structure in the high-technology enterprises. The study attempts to ascertain how chief executive officers perceive the impact of strategy on organizational structure, and likewise impact of structure on strategy, at two phases in the innovation process: the phase of innovation exploration; and the phase of innovation exploitation. The research was conducted in 61 high-technology companies based in Poland that operate either in Poland or in the global marketplace. The results show that, during the exploration of innovation, chief executive officers consider that the impact of organizational structure on strategy is stronger than the impact of strategy on structure. During the exploitation of innovations, the impact of strategy on structure is stronger.

Ambidextrous Cybersecurity: The Seven Pillars (7Ps) of Cyber Resilience

Abstract: Organizational ambidexterity balances exploitative and exploratory behaviors so that organizations are able to exploit their existing competencies while simultaneously exploring new opportunities. Similarly, ambidextrous cybersecurity (AMBI-CYBER) focuses on the protection of data, systems, and networks, while fostering the rapid introduction of new technologies within a company. This balance is linked to cybersecurity absorptive capacity and defines the “Cybersecurity Efficient Frontier.” In this paper, we view AMBI-CYBER as a combination of organizational as well as technological and cultural competences which rely upon a multifaceted, multimodal, multinodal, and multilevel set of skills and capabilities. We outline the anatomy of the AMBI-CYBER architecture adopting a balanced scorecard, multistage approach under a 7Ps stage gate model (Patient, Persistent, Persevering, Proactive, Predictive, Preventive, and Preemptive). Such an approach emphasizes the need to enable a complex, nonlinear, adaptive process of dynamic intangible organizational assets, resources, and capabilities across a performance frontier where we aim to optimize safety, security, and privacy effectiveness and efficiency. We also suggests that the Quadruple/Quintuple Helix Innovation model may promote AMBI-CYBER enabling a locus-centric and triple-bottom-line-centric entrepreneurial process of discovery followed by development, exploration, exploitation, and deployment.

Green supply chain management and competitive advantage: The mediating role of organizational ambidexterity

Abstract: This study develops a research framework to study the impact of green supply chains with three dimensions, namely green purchasing, green manufacturing, and green marketing to achieve competitive advantage with the existence of organizational ambidexterity as a mediating variable in Jordanian industrial companies. The study targeted the most important Jordanian industrial companies, which included 46 industrial companies out of 66 companies listed on the Amman Stock Exchange. The researchers personally administered 181 questionnaires, responses were analyzed using descriptive statistics, and the appropriate statistical methods were chosen to test the hypotheses of the study and reach its results. The findings indicate that all elements of green supply chain management, namely green purchasing, green manufacturing, and green marketing had a significant impact on competitive advantage. Also, green manufacturing and green marketing had a significant effect on organizational ambidexterity, but there was no significant impact for green purchasing on organizational ambidexterity, finally, the results of the study showed that organizational ambidexterity plays a significant mediating role in the relationship between green manufacturing, green marketing, and competitive advantage.