Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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Cites background from "Structural Differentiation and Ambi..."
...In this respect, building on a previous work (Jansen et al., 2006), Jansen et al. (2009) demonstrated the following hypothesis: while organisations that engage in exploratory innovation pursue new knowledge and develop products and services for emerging customers and markets, organisations pursuing…...
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29 citations
29 citations
28 citations
Cites background from "Structural Differentiation and Ambi..."
...Even though exploitation focuses on improving structures and processes (J. J. P. Jansen et al., 2009; March, 1991) and, thus, does not require as much freedom and autonomy, the beneficial influence of SMMs can be hampered when the target company is large relative to the acquirer....
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...One reason might be that a common understanding of the task environment fosters process and structural efficiency and, thus, increases exploitation success (J. J. P. Jansen et al., 2009; March, 1991)....
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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