Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Citations
266 citations
261 citations
Cites background from "Structural Differentiation and Ambi..."
...As Jansen et al. (2009) elucidate, ambidextrous organizations need routines and processes to mobilize, coordinate and integrate structurally separate exploration and exploitation activities at all levels of organizing....
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...Therefore, as several scholars (Gilbert, 2006; Jansen et al., 2009; Tushman and O’Reilly, 1996) have argued, the separation between exploration and exploitation helps firms to maximize the distinct benefits of both activities (cf....
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...Similar to Andriopoulos and Lewis (2009) and Jansen et al. (2009), this article argues that both separation and integration are essential....
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...…such integration tactics include behavioural integration among the upper management (Lubatkin et al., 2006), cross-functional teams and processes (Jansen et al., 2005, 2009), a synergetic combination of optimized organizational practices (Kim and Rhee, 2009), paradoxical mindsets (Andriopoulos…...
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...Therefore, as several scholars (Gilbert, 2006; Jansen et al., 2009; Tushman and O’Reilly, 1996) have argued, the separation between exploration and exploitation helps firms to maximize the distinct benefits of both activities (cf. Andriopoulos and Lewis, 2009)....
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260 citations
Cites background or methods from "Structural Differentiation and Ambi..."
...…some firms can manage seemingly ambidextrous activities (see, for instance, Gibson and Birkinshaw, 2004; He and Wong, 2004; Fosfuri and Rønde, 2009; Jansen et al., 2009), there is no indication of which of these organizational models is superior when it comes to introducing product innovation…...
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...Also, several papers operationalize exploitative innovation strategies as actions that can be characterized as process innovation and measure explorative innovation as actions closely aligned to product innovation (for instance, He and Wong, 2004; Jansen et al., 2009)....
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...To obtain variables for ambidexterity, He and Wong (2004) subtract explorative and exploitative search activities from one another; Gibson and Birkinshaw (2004) multiply the two activities, and Jansen et al. (2009) add them together....
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...However, although there seems to be evidence that some firms can manage seemingly ambidextrous activities (see, for instance, Gibson and Birkinshaw, 2004; He and Wong, 2004; Fosfuri and Rønde, 2009; Jansen et al., 2009), there is no indication of which of these organizational models is superior when it comes to introducing product innovation (however, see Tushman et al....
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251 citations
248 citations
Cites background from "Structural Differentiation and Ambi..."
...However, explorative behaviors do not generate returns without investment in the development, evaluation, and implementation of the new knowledge generated (Jansen et al., 2009; McGrath, 2001; Rothaermel and Alexandre, 2009)....
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...Therefore, we argue that to benefit from exploration and exploitation strategies, organizations require integrative strategic learning processes to increase the flow of knowledge across the structurally separated functions (Jansen et al., 2009)....
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...Their argument is that although exploitative actions are, by definition, developments that take place in any part of the organization, the lessons learned during the development process must be mobilized, integrated, and applied across all organizational units (Jansen et al., 2009; Rothaermel and Alexandre, 2009)....
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...Organizations are prone to meeting the needs of existing customers via established competences and products to strengthen current customer ties and short-term profits (Jansen et al., 2009; Jansen, van den Boch, and Volberda, 2006)....
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...…that although exploitative actions are, by definition, developments that take place in any part of the organization, the lessons learned during the development process must be mobilized, integrated, and applied across all organizational units (Jansen et al., 2009; Rothaermel and Alexandre, 2009)....
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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