Open AccessPosted Content
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Reads0
Chats0
TLDR
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.read more
Citations
More filters
Journal ArticleDOI
Unravelling the internal and external drivers of digital servitization: A dynamic capabilities and contingency perspective on firm strategy
Wim Coreynen,Wim Coreynen,Paul Matthyssens,Johanna Vanderstraeten,Arjen van Witteloostuijn,Arjen van Witteloostuijn +5 more
TL;DR: In this article, a dynamic capabilities lens was used to examine the relationship between two organizational mechanisms (exploitation and exploration) and firms' orientation towards digitization, servitization, and digital servitisation.
Journal ArticleDOI
Exploring the Role of Leadership in Enabling Contextual Ambidexterity
TL;DR: In this paper, the authors explore the daily practices leaders enact to stimulate exploration and exploitation as well as to shift dynamically between them to (re)gain contextual ambidexterity.
Journal ArticleDOI
Corporate shareholdings and organizational ambidexterity in high-tech SMEs: Evidence from a transitional economy
TL;DR: In this paper, the authors examine the case of Chinese high-tech SMEs and develop a strategic orientation framework distinguishing between exploitation and exploration-type opportunities which accounts for the possibility that managers of such firms may attend to one, both, or neither.
Journal ArticleDOI
The Role of Ambidexterity in Managing Buyer-Supplier Relationships: The Toyota Case
Katsuki Aoki,Miriam Wilhelm +1 more
TL;DR: It is shown that the deliberate use of ambiguity and explicitness can function as a countervailing mechanism against overemphasizing either exploration or exploitation and that "requisite security" can help to motivate suppliers to address the paradoxical tensions deliberately created by buying firms.
Journal ArticleDOI
Unfolding the ambidextrous effects of proactive and responsive market orientation
TL;DR: In this paper, the authors investigate the ambidextrous effects of its proactive and responsive dimension on market orientation and derive hypotheses on the joint effects of combining and balancing proactive and market orientation.
References
More filters
Journal ArticleDOI
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
Reuben M. Baron,David A. Kenny +1 more
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.
Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
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.
Journal ArticleDOI
Absorptive capacity: a new perspective on learning and innovation
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.
Journal ArticleDOI
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.
Journal ArticleDOI
On the evaluation of structural equation models
Richard P. Bagozzi,Youjae Yi +1 more
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.