Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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4 citations
Cites background from "Structural Differentiation and Ambi..."
...The concepts exploration and exploitation involve complex processes, variables and contingencies, and there are still blind spots for the understanding of their functioning mechanisms due to conflicting and paradoxical challenges (Gupta et al., 2006; Jansen et al., 2009; Lavie et al., 2010)....
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...Exploitation refers to refinement, increased efficiency, selection, learning through local research, reuse of existing routines and implementation, aiming to meet the needs of current or emerging customers through the existing market (Baum et al., 2000; Gupta et al., 2006; Jansen et al., 2009)....
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...Exploration refers to the discovery of new knowledge from the learning acquired through processes of variation and planned experimentation, aiming at reaching new markets, new technological competences and new products/services (Gibson & Birkinshaw, 2004; Gupta et al., 2006; Jansen et al., 2009)....
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4 citations
4 citations
Cites background from "Structural Differentiation and Ambi..."
...I argue that new ventures need to build international ambidexterity as a dynamic capability that goes beyond moving from one competence to the other, but addresses the interaction between the two approaches to create value (Jansen et al. 2009)....
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...The dichotomy 15 management (He and Wong, 2004; Uotila, Maula, Keil, and Zahra, 2009), innovation management (Benner and Tushman, 2002; Jansen et al. 2009), alliances (Koza and Lewin, 1998; Rothaermel and Deeds, 2004), technology sourcing and organizational design (Rothaermel and Alexandre, 2009;…...
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...Jansen et al. (2009) argued that centralization negatively affects exploratory innovation whereas formalization positively influences exploitative innovation....
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...I argue that new ventures need to build international ambidexterity as a dynamic capability that goes beyond just moving from one competence to the other, but builds interaction with both to create value (Jansen et al. 2009)....
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...Jansen et al. (2009) investigated the role of formal and informal integration of senior management t ams....
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References
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,…...
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46,648 citations
"Structural Differentiation and Ambi..." refers background in this paper
...provides organizations with competitive advantages over time (Barney 1991)....
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...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)....
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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…...
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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)....
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19,160 citations