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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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
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Individual ambidexterity and antecedents in a changing context
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Punctuated equilibrium or ambidexterity : dynamics of incremental and radical organizational change over time
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Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management:
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A trilogy of organizational ambidexterity: leader’s social intelligence, employee work engagement and environmental changes
TL;DR: In this paper, an integrative multilevel framework was proposed to analyze the simultaneous impact of two internal micro-antecedents (i.e., leader's social intelligence and employee's work engagement) and one external macro-entecedent (e.g., dynamically changing environment) of organizational ambidexterity on two dimensions of organizational performance.
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Top Managers' cognition facilitates organisational ambidexterity: The mediating role of cognitive processes
TL;DR: In this paper, the authors empirically tested the proposed model in cross-sectional design by employing a sample of 101 top managers, using partial least squares structural equation modelling, and found that top managers' paradoxical frames encourage the engagement in cognitive differentiation and integration.
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