textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

Relative absorptive capacity and interorganizational learning

El artículo tiene como objetivo evaluar el nivel de desarrollo de la capacidad de absorción realizada (RACAP) en las Pyme colombianas. Se parte de una muestra de 363 Pyme colombianas (Dane,2012), se usa una revisión de literatura con apoyo del análisis de contenido y un modelo de regresión lineal, que permiten mostrar la existencia de una correlación lineal positiva entre la adquisición y asimilación del conocimiento externo en las organizaciones objeto de estudio,. Palabras clave: Capacidades de absorción, capacidades de absorción potencial, medición de las capacidades de absorción ABSTRACT:

Measurement of potential absorption capacity in Colombia's innovative companies [Medición de la capacidad de absorción potencial en las empresas innovadoras de Colombia]

Human capital theory – developed by neoclassical economists like Gary Becker and Theodore Schultz – is widely considered a useful way to explain how employees might enhance their value in organizat...

/pdf/the-human-capital-hoax-work-debt-and-insecurity-in-the-era-4xav9fmwn3.pdf

The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization:

https://www.diva-portal.org/smash/get/diva2:968078/FULLTEXT04

Managerial Risk Taking A Multitheoretical Review and Future Research Agenda

Strategic Renewal Over Time: The Enabling Role of Potential Absorptive Capacity in Aligning Internal and External Rates of Change

Using the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time. Through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc. Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories. We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories. Our findings indicate that top managers' corporate governance orientation can be an important antecedent of strategic renewal and of organizational ambidexterity, both of which influence corporate longevity.

https://papers.ssrn.com/sol3/Delivery.cfm/j_1467-6486_2010_00961_x_wml.pdf?abstractid=1864429&mirid=5

The influence of top management team's corporate governance orientation on strategic renewal trajectories: A longitudinal analysis of Royal Dutch Shell plc, 1907-2004

Investigating Three Key Principles of Sustained Strategic Renewal

textHow do long-lived firms strategically renew themselves over time? Viewing organizational longevity as sustained strategic renewal, this PhD research investigates three key principles of self-renewing organizations. Building on the coevolutionary perspective that incorporates both selection and adaptation perspectives, we developed a comprehensive framework to investigate these three key principles in the oil industry as our case industry, in Shell (1907-2008) as our focal case company and BP (1970-2008) as our comparative case company. Besides the multilevel and comparative case study methods, we employed the method of longitudinal content analysis to incorporate the temporal analysis of sustained strategic renewal over an extended period of time. First, we investigated the principle of matching the internal rate of change with the external rate of change. Our results suggest that aligning the internal rate of change of a firm with the external rate of change of the firm’s environment positively influences the firms’ sustained strategic renewal. Second, environmental turbulence requires firms to renew their organizational structure and develop self-organization. Our findings propound that self-organization positively influences sustained strategic renewal. Third, we investigated exploratory and exploitative strategic renewal trajectories as well as the role of top management team (TMT) in influencing these trajectories. We found that balancing exploration and exploitation positively influences sustained strategic renewal and that the TMT’s corporate governance perspective (shareholders / stakeholders) does influence strategic renewal trajectories. Finally, we substantiated managerial implications based on the enabling antecedents of the three key principles.

/pdf/investigating-three-key-principles-of-sustained-strategic-3pn9wlmht6.pdf

Investigating Three Key Principles of Sustained Strategic Renewal: A Longitudinal Study of Long-Lived Firms

There is now almost a decade of experience with RRI (Responsible Research and Innovation), including a growing emphasis on RRI in industry. Based on our experiences in the EU-funded project PRISMA, we find that the companies we engaged could be motivated to do RRI, but often only after we first shifted initial assumptions and strategies. Accordingly, we formulate six lessons we learned in the expectation that they will be relevant both for RRI in industry as well as for the future of RRI more broadly. These lessons are: (1) Strategize for stakeholder engagement; (2) Broaden current assessments; (3) Place values center stage; (4) Experiment for responsiveness; (5) Monitor RRI progress; and (6) Aim for shared value.

https://www.tandfonline.com/doi/pdf/10.1080/23299460.2020.1791506

Zenlin Kwee

Papers

Strategic Renewal Over Time: The Enabling Role of Potential Absorptive Capacity in Aligning Internal and External Rates of Change

The influence of top management team's corporate governance orientation on strategic renewal trajectories: A longitudinal analysis of Royal Dutch Shell plc, 1907-2004

Investigating Three Key Principles of Sustained Strategic Renewal

Investigating Three Key Principles of Sustained Strategic Renewal: A Longitudinal Study of Long-Lived Firms

Learning to do responsible innovation in industry: six lessons