Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Citations
80 citations
Cites background from "Structural Differentiation and Ambi..."
...In the context of ambidexterity, Jansen et al. (2009) argued that differentiation must be combined with senior team awards, senior team social integration, cross-functional interfaces, and connectedness in order to achieve effectiveness....
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80 citations
Cites background from "Structural Differentiation and Ambi..."
...To wit, consider the Jansen et al. (2009) survey of executives in a random, multi-industry sample of 230 private firms....
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...These organizational–technological pairings are examined in the analysis, as opposed to the more singular focus of Jansen et al. (2009) on their additive ambidexterity measure....
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...Moreover, although both papers surveyed firm executives in random, multiindustry samples, differences such as private (Jansen et al. 2009) versus public (Rothaermel and Alexandre 2009) firms might need to accounted for by researchers aiming to build on these papers....
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...…the frame of an organization’s search for knowledge with an orthogonal interpretation of explore–exploit, Rothaermel and Alexandre (2009) applied the ambidexterity lens to firms’ technology-sourcing strategies—a very different approach from the Jansen et al. (2009) product innovation perspective....
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...For example, in the study referenced previously, Jansen et al. (2009) temporarily separated the independent and dependent variables in their surveys, and they also gathered data at two different points Ta b le 1 O p er at io n al iz at io n o f E xp lo ra ti o n an d E xp lo it at io n in S el…...
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79 citations
79 citations
Cites background from "Structural Differentiation and Ambi..."
...Whereas trade-offs between these two goals have often been considered insurmountable, research on organizational ambidexterity has shown that the simultaneous pursuit of exploration and exploitation is both feasible and beneficial to organizational performance (He and Wong, 2004; Jansen et al., 2009; Tushman and O’Reilly III, 1996)....
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...…goals have often been considered insurmountable, research on organizational ambidexterity has shown that the simultaneous pursuit of exploration and exploitation is both feasible and beneficial to organizational performance (He and Wong, 2004; Jansen et al., 2009; Tushman and O’Reilly III, 1996)....
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...Tactics of differentiation (Jansen et al., 2009), integration (Smith and Tushman, 2005) or alignment and adaptability (Gibson and Birkinshaw, 2004) have been proposed, but what is currently unexplored is whether these mechanisms can co-exist within a single organizational context (Chandrasekaran et…...
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...Tactics of differentiation (Jansen et al., 2009), integration (Smith and Tushman, 2005) or alignment and adaptability (Gibson and Birkinshaw, 2004) have been proposed, but what is currently unexplored is whether these mechanisms can co-exist within a single organizational context (Chandrasekaran et al....
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...Shifting the focus on integration to middle management, Jansen et al. (2009) argue for the use of cross-functional interfaces (such as liaison personnel, task forces and teams) as a means of enabling knowledge exchange within units that manage exploration and exploitation....
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79 citations
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