Posted Content•
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
05 Nov 2008-ERIM report series research in management Erasmus Research Institute of Management (Erasmus Research Institute of Management)-
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.
Abstract: 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.
Citations
More filters
TL;DR: The authors’ findings show that technology innovation paradoxes manifest themselves as contradictory relationships and mutual support relationships between exploitative and exploratory innovation in technological changes.
Abstract: In this study, the authors aim to address the following two research questions: (1) How do technology innovation paradoxes manifest themselves in technological changes? (2) How do incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity? To do so, the authors examine technology innovation in cloud computing, which has taken shape and brought about changes to the information technology industry. Specifically, the authors examine how a traditional software company, China Standard Software Co., Ltd. (CS2C), successfully navigated the technological transition to cloud computing from its existing operating systems business by managing innovation paradoxes through multi-level ambidexterity capabilities.,This study examines a single exploratory case and conducts an in-depth analysis of how technology innovation paradoxes manifest themselves in technological changes and how incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity. The data collection and analysis occurred simultaneously through three phases. In Phase 1, one of the authors who had worked at CS2C for many years enabled the authors to obtain access to the company. The data analysis during this phase provided the authors with the history and current situation of CS2C, enabling them to understand the external circumstances, such as particular historical period, and internal conditions, such as cultural and technological changes, that would be relevant throughout the course of their study. It also helped the authors identify organizational ambidexterity capability as the guiding theoretical concept for their research. In Phase 2, the authors engaged in site visits and conducted detailed interviews with employees working at CS2C. In Phase 3, most of the data analysis was conducted. When the interview data were not sufficient to support the theoretical analysis, additional data were collected via phone calls and emails, to assure data-theory-model alignment.,The authors’ findings show that technology innovation paradoxes manifest themselves as contradictory relationships and mutual support relationships between exploitative and exploratory innovation. In addition, the authors identify three integration mechanisms as key to multi-level organizational ambidexterity capabilities in managing technology innovation paradoxes in technological changes.,Three important theoretical implications can be drawn from our case analysis. First, this research contributes to the knowledge of innovation paradoxes during technological changes. Second, this research provides a model of multi-level organizational ambidexterity capability in technological changes. Third, this research proposes three integration mechanisms driven by three types of ambidexterity capability at different organizational levels.
6 citations
TL;DR: The ambidexterity concept of integration mechanisms to examine how such reuse can be facilitated and how both can help solve a relevant organizational problem is illustrated.
Abstract: Purpose - The development of innovative procurement instruments can be costly and risky. To capitalize on successful innovative instruments, it is essential that these are reused. However, reuse can be problematic in project-based public client organizations. This paper aims to apply the ambidexterity concept of integration mechanisms to examine how such reuse can be facilitated. Design/methodology/approach - An initial framework is developed to conceptualize and contextualize the ambidexterity integration mechanism for the procurement function of a multi-project public client. Concluding that, in this situation, an organizational procedure is an appropriate interpretation of the integration mechanism, a design science project is carried out to develop and implement a procedure in a real-life setting. Findings - Reconstructed reuse patterns confirm the need to have an actionable integration mechanism implemented. Integration, in the sense of drawing benefits from successful one-off innovative procurement instruments, may fail unnoticed if not organized and deliberately managed. The procedure developed in the design science project demonstrates how such integration can be achieved. Originality/value - Although research on ambidexterity has grown exponentially in the past decade, it is yet to be applied in the field of public procurement. Furthermore, the application of design science research is novel in this field of literature. The paper illustrates how both can help solve a relevant organizational problem.
6 citations
Dissertation•
01 Jan 2014
TL;DR: In this paper, a survey was conducted among 123 product/production managers from various manufacturing industries in Malaysia and the results of correlation and hierarchical multiple regression analyses found 22 hypotheses were supported.
Abstract: Despite numerous studies proving that environmental turbulence was moderating the new product development (NPD) performance of manufacturing firms, it is however, still less stressed upon in Malaysia. Motivated by the current NPD issues on organisational capability from the dynamic capability (DCs) perspective, this study aimed to empirically determine the relationships between organisational capability and NPD performance, and sequentially examine the moderating effects of environmental turbulence in those relationships. A survey was randomly conducted among 123 product/production managers from various manufacturing industries in
Malaysia. The data was analysed with the SPSS v.19 statistical technique. Prior to the analysis, the data was cleaned, inspected for outliers, normality, factor analysis,
and reliability test to meet the assumptions for the parametric test. The results of correlation and hierarchical multiple regression analyses found 22 (out of 48) hypotheses were supported. In detail, the exploitation capability, exploration capability, and contextual ambidexterity were found to be significantly correlated to
NPD performance. It was also found that market turbulence was giving a pure moderation to all types of organisational capability (exploitation capability, exploration capability, structural ambidexterity, and contextual ambidexterity) on NPD financial performance. Meanwhile, the moderating effects of technological turbulence, and competitive intensity were varied across different relationships. Allin-all, the findings indicated that the concept of DCs was useful for building a firm’s ability to deploy organisational capabilities under different types of environmental turbulence to achieve better NPD performance. It can be achieved by creating balance in the firm’s NPD portfolio and is useful in the NPD strategy for decisionmaking process. Besides these contributions, the limitations of the study, and future research agenda were also discussed.
6 citations
TL;DR: In this paper, the authors analyzed household-level panel data from agricultural innovation networks in Uganda, the Democratic Republic of the Congo and Rwanda and found that first-order governed networks fostered capabilities for exploitation as well as exploration.
Abstract: We tested three innovation network governance mechanisms for exploring and exploiting innovation opportunities. We analysed household-level panel data from agricultural innovation networks in Uganda, the Democratic Republic of the Congo and Rwanda. We found that first-order governed networks fostered capabilities for exploitation as well as exploration, while second-order governed networks fostered specialised capabilities for exploitation. Meta-governed innovation networks were most effective in combining multiple capabilities for exploration and exploitation. However, our results indicate that governance alone is not a solution to ambidexterity of innovation networks and we recommend further research on the context as a mediating factor between governance and capabilities.
6 citations
Cites background from "Structural Differentiation and Ambi..."
...Ambidexterity is a concept that encompasses the routines and processes by which organizations organise their efforts and assets across different units (Jansen et al., 2009) for exploration and exploitation....
[...]
01 Jan 2012
TL;DR: It is found that the thickness of the intrinsic and (p)-doped a-Si:H layers deeply influences the quality of passivation and the transport properties of silicon heterojunction solar cells.
Abstract: This thesis focuses on the optimization of silicon heterojunction (SHJ) solar cells. The main investigation regards hydrogenated amorphous silicon (a-Si:H) layer depositions and their influence on the solar cell performance. Therefore SHJ solar cells with different deposition parameters for the a-Si:H layers were fabricated and analysed in this work. We find that the thickness of the intrinsic and (p)-doped a-Si:H layers deeply influences the quality of passivation and the transport properties. An optimal (i)a-Si:H thickness of 8.7-15 nm has been found for textured surfaces and for (p)a-Si:H. We find optimal gas flux parameters for the deposition of the (p)a-Si:H layer. We present a rough model to calculate the conductivity of the (i)a-Si:H layer. We find that these conductivities are injection dependent. The model also allows us to calculate the (excess) carrier concentration in the (i)a-Si:H layers. We observe that an H2 plasma post treatment does not improve the passivation quality of our cells and that an HF treatment does not exclude oxygen bondings in the amorphous silicon network.
6 citations
References
More filters
TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
80,095 citations
"Structural Differentiation and Ambi..." refers background in this paper
...A four-item scale ( = 0 70) measures firmlevel exploitative innovation (Jansen et al. 2006) and captures the extent to which organizations build on existing knowledge and pursue incremental innovations that meet the needs of existing customers (Abernathy and Clark 1985, Benner and Tushman 2003,…...
[...]
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
46,648 citations
"Structural Differentiation and Ambi..." refers background in this paper
...provides organizations with competitive advantages over time (Barney 1991)....
[...]
...Our study broadens the conceptual interpretation of organizational ambidexterity and suggests that it is difficult to achieve yet rare and not easily imitated, and 797 provides organizations with competitive advantages over time (Barney 1991)....
[...]
TL;DR: In this paper, the authors argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities.
Abstract: In this paper, we argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities. We label this capability a firm's absorptive capacity and suggest that it is largely a function of the firm's level of prior related knowledge. The discussion focuses first on the cognitive basis for an individual's absorptive capacity including, in particular, prior related knowledge and diversity of background. We then characterize the factors that influence absorptive capacity at the organizational level, how an organization's absorptive capacity differs from that of its individual members, and the role of diversity of expertise within an organization. We argue that the development of absorptive capacity, and, in turn, innovative performance are history- or path-dependent and argue how lack of investment in an area of expertise early on may foreclose the future development of a technical capability in that area. We formulate a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry. Discussion focuses on the implications of absorptive capacity for the analysis of other related innovative activities, including basic research, the adoption and diffusion of innovations, and decisions to participate in cooperative R&D ventures. **
31,623 citations
"Structural Differentiation and Ambi..." refers background in this paper
...Organizational integration mechanisms not only facilitate new value creation through linking previously unconnected knowledge sources (Cohen and Levinthal 1990), but also through providing opportunities to leverage common resources and obtaining synergies across exploratory and exploitative units…...
[...]
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.
Abstract: The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd.
27,902 citations
"Structural Differentiation and Ambi..." refers background in this paper
...…capabilities, which are embedded in the distinct ways that organizations integrate, build, and recombine competences flexibly across boundaries, are fundamental to long-term strategic advantage (Eisenhardt and Martin 2000, Henderson and Cockburn 1994, Kogut and Zander 1992, Teece et al. 1997)....
[...]
TL;DR: In this article, structural equation models with latent variables are defined, critiqued, and illustrated, and an overall program for model evaluation is proposed based upon an interpretation of converging and diverging evidence.
Abstract: Criteria for evaluating structural equation models with latent variables are defined, critiqued, and illustrated. An overall program for model evaluation is proposed based upon an interpretation of converging and diverging evidence. Model assessment is considered to be a complex process mixing statistical criteria with philosophical, historical, and theoretical elements. Inevitably the process entails some attempt at a reconcilation between so-called objective and subjective norms.
19,160 citations