Journal ArticleDOI
Exploring the antecedents of ambidexterity: a taxonomic approach
TLDR
In this paper, a taxonomy of antecedents of ambidexterity has been developed, which can help managers to apply the antecedent at various organizational levels, resulting in a more structured approach.Abstract:
Ambidexterity is the ability of an organization to balance exploitation and exploration. Ambidextrous organizations perform better in managing productivity-innovation dilemma. Although the literature on ambidexterity has expanded, much less attention has been paid to the antecedents of ambidexterity. The purpose of this paper is to explore the antecedents of ambidexterity and develop a multi-level taxonomy of the antecedents.,Based on an extensive review of the literature, the paper develops criteria for categorizing the antecedents and then develops a taxonomy of the antecedents.,Two taxonomy frameworks have been developed: one is based on infrastructural elements, including organizational structures, processes, and context, while the other is based on different organizational levels (i.e. organizational, group, and individual) at which different antecedents exist. Most of the antecedents of ambidexterity reported in the literature fall in the category of “processes” – both individual/social and technical/procedural.,The paper provides an enhanced understanding of the antecedents of ambidexterity, how they relate to each other, and how they can be grouped together. The framework can help managers to apply the antecedents at various organizational levels, resulting in a more structured approach to ambidexterity.,The key contribution of the paper is in providing a multi-level understanding of the antecedents of ambidexterity. To the best of the author’s knowledge, such a taxonomy of the antecedents of ambidexterity has not been provided in previous publications.read more
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Out of the Crisis
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Posted Content
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
TL;DR: The findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team and formal organizational integration mechanisms, and contributes to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambideXterity.
Journal ArticleDOI
The influence of production, IT, and logistics process innovations on ambidexterity performance
TL;DR: This paper attempts to examine whether changes in business processes help companies to reconcile exploration and exploitation learning activities within the firm domain, and is one of the first attempts to offer empirical evidence about the relationship between process innovations and ambidexterity performance.
Journal ArticleDOI
Ambidextrous leadership, entrepreneurial orientation, and job crafting
TL;DR: In this article, the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation is assessed, and the authors also seek an insight into how organizational social exchange moderates the effect of AML on entrepreneurial orientation.
Journal ArticleDOI
How does the organisational structure influence a work environment for innovation
TL;DR: In this article, the influence of different dimensions of organisational structure on the development of a work environment for innovation was analyzed and a case study with a mixed method approach was conducted in the Brazilian subsidiary of a multinational company recognized worldwide for its innovative capacity.
References
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Dynamic capabilities and strategic management
TL;DR: The dynamic capabilities framework as mentioned in this paper analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change, and suggests that private wealth creation in regimes of rapid technology change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm.
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TL;DR: In this paper, the authors explore the usefulness of analyzing firms from the resource side rather than from the product side, in analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested.
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TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.
Journal ArticleDOI
Exploration and Exploitation in Organizational Learning
TL;DR: In this paper, the authors consider the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning and examine some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space.
Journal ArticleDOI
Dynamic capabilities, what are they?
TL;DR: Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm to help managers build using these dynamic capabilities.