Organizing for Ambidexterity: A Paradox-based Typology of Ambidexterity-related Organizational States
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Cites background from "Organizing for Ambidexterity: A Par..."
...(Karrer and Fleck, 2015) Theoretical N/A Spatial separation, in turn, enables simultaneous exploration and exploitation activities in the organization....
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...Sequential ambidexterity enables firms to ease the tensions using temporal separations through implementing both alignment and adaptability in sequence (Josephson et al., 2015, Karrer and Fleck, 2015, Patel et al., 2013b, Veider and Matzler, 2015)....
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...86 Some relevant references are (Andriopoulos and Lewis, 2009, Josephson et al., 2015, Karrer and Fleck, 2015, Papachroni et al., 2015, Van de Ven, 1992)....
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...However, stable periods are occasionally interrupted by sudden environmental changes, and the equilibrium is punctuated (Bednarek et al., 2016, Birkinshaw and Gupta, 2013, Karrer and Fleck, 2015, Venkatraman et al., 2007)....
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...The first research finding is associated with resource ambidexterity is a process (Karrer and Fleck, 2015)....
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Cites background from "Organizing for Ambidexterity: A Par..."
...Each conceptualisation offers different viewpoints on the environment of the relationship between the limits, bringing about suggestions concerning the way must manage with each tension (Karrer & Fleck, 2015:369)....
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References
46,648 citations
"Organizing for Ambidexterity: A Par..." refers background in this paper
...The isomorphism-heterogeneity tension nurtures the debate between two conceptual perspectives: the resource-based view (Barney, 1991; Peteraf, 2003) and institutionalism (DiMaggio & Powell, 1983)....
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32,981 citations
16,377 citations
10,149 citations
"Organizing for Ambidexterity: A Par..." refers background in this paper
...…Discrete Organization vs Embedded Organization Brandenburger and Nablebuff (1995) Heterogeneity Isomorsphism Resource-Based View vs Institutionalism Peteraf (2003), Dimaggio and Powell (1983) Strategy Purpose Organizational Purpose Optimization Satisfaction Shareholder Value vs Stakeholder…...
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...PERSPECTIVES SELECTED REFERENCE Strategy Process Strategy Formation Deliberate Emergent Strategic Planning vs Strategic Incrementalism Mintzberg and Waters (1985) Strategic Chance Revolution Evolution Discontinuous Renewal vs Continuous Renewal Christensen and Raynor (2013) Strategy Content Firm Level Explore Exploit Organizational Ambidexterity March (1991) Commitment Flexibility Path Dependence, Strategy As Real Options Ghemawat (1991) Industry Level Competition Collaboration Discrete Organization vs Embedded Organization Brandenburger and Nablebuff (1995) Heterogeneity Isomorsphism Resource-Based View vs Institutionalism Peteraf (2003), Dimaggio and Powell (1983) Strategy Purpose Organizational Purpose Optimization Satisfaction Shareholder Value vs Stakeholder Value Doyle (1994) Note....
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...The isomorphism-heterogeneity tension nurtures the debate between two conceptual perspectives: the resource-based view (Barney, 1991; Peteraf, 2003) and institutionalism (DiMaggio & Powell, 1983)....
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