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
Supply chain organizational learning, exploration, exploitation, and firm performance: A creation-dispersion perspective
TL;DR: In this paper, the authors introduce and empirically test the creation-dispersion model of supply chain organizational learning to align learning orientations in a supply chain context, and find that creation capacity is positively associated with exploration and indirectly associated with exploitation through exploration.
Journal ArticleDOI
Ambidexterity, performance and environmental dynamism
TL;DR: The relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model is examined.
Journal ArticleDOI
The Role of Co-Creation in Enhancing Explorative and Exploitative Learning in Project-Based Settings
TL;DR: In this paper, the co-creation practices influence explorative and exploitative learning in five collaborative construction projects with partnering arrangements, drawing on a longitudinal case study, they study how cocreation practices affect explorative learning.
Managing Organizational Tensions: A Multi-Level Perspective on Exploration, Exploitation and Ambidexterity
TL;DR: In this article, the authors reveal the nature of the tensions emerging in pursuit of ambidexterity at different levels and examine based on quantitative and qualitative data how organizations and their members can manage these tensions effectively in order to foster ambidextrous behaviors.
Journal ArticleDOI
CEO cognitive flexibility, information search, and organizational ambidexterity
TL;DR: The authors found that cognitively flexible CEOs are more likely to engage in effortful and persistent information search and rely to a greater extent on outside sources of information, which is associated with higher levels of organizational ambidexterity.
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.