Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Citations
47 citations
47 citations
Cites background or methods from "Structural Differentiation and Ambi..."
...This aspect of conflict is particularly salient for strategic postures, such as ambidexterity, that require strong collaboration among functional areas that represent different content domains within the firm (Jansen et al., 2009; Taylor and Helfat, 2009)....
[...]
...…research has acknowledged the role of cross-functional collaboration and resource flows in enabling ambidexterity (Gibson and Birkinshaw, 2004; Jansen et al., 2009; Taylor and Helfat, 2009), it offers only limited theoretical insights into how internal contextual conditions and their effects…...
[...]
...…arguments of direct relationships between organizational context characteristics and the firm’s level of ambidexterity (Gibson and Birkinshaw, 2004, Jansen et al., 2009), we estimated four SEMs equivalent to Models 4–7 (Table 3), in which we added the direct effects of the study’s four…...
[...]
...…research that examines the role of the firm’s internal context — such as its structural and relational elements (e.g., Gibson and Birkinshaw, 2004, Jansen et al., 2009; Taylor and Helfat, 2009)—focuses mostly on how to make the organization more or less ambidextrous, rather than how…...
[...]
47 citations
Cites background or methods from "Structural Differentiation and Ambi..."
...…that we have only recently started to examine the microfoundations of organizational ambidexterity (see, for example, Eisenhardt et al., 2010; Jansen et al., 2008, 2009; Kauppila and Tempelaar, 2016; MironSpektor et al., 2017; Mom et al., 2007, 2009; Papachroni et al., 2016; Rogan and Mors,…...
[...]
...To integrate these units and prevent organizational dissolution, firms must rely on the unifying role of an overarching senior management team (e.g., Jansen et al., 2008, 2009; Mom et al., 2007, 2009; O’Reilly and Tushman, 2011; Smith and Tushman, 2005) and a common corporate vision with a set of…...
[...]
47 citations
47 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,…...
[...]
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)....
[...]
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…...
[...]
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)....
[...]
19,160 citations