Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Citations
225 citations
212 citations
Cites background or methods from "Structural Differentiation and Ambi..."
...However, a number of these constructs needed to be refined in light of guidelines presented by Rossiter (2002) and Jarvis et al. (2003) for Please cite this article in press as: Bedford, D.S., Management Implications for firm performance....
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...For formative measurement models, conventional statistical assessments of construct validity are inappropriate (Jarvis et al., 2003; Rossiter, 2002)....
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...measurement models, conventional statistical assessments of construct validity are inappropriate (Jarvis et al., 2003; Rossiter, 2002)....
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210 citations
Cites background from "Structural Differentiation and Ambi..."
...…differentiation, top management integration, fostering appropriate context, or sequential shifting, exploitation and exploration can have positive interactions on innovation (Cao et al., 2009; Gibson and Birkinshaw, 2004; Jansen et al., 2009; Simsek et al., 2009; Tushman and O’Reilly, 1996)....
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...Jansen et al. (2009) reason that integration mechanisms are needed to leverage the complementary effect of exploitative and exploratory learning....
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...The competition intensity, whose significant role has been proven (Auh and Menguc, 2005; Jansen et al., 2009), was also controlled....
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...The coordination of exploratory and exploitative efforts across organizational units is a necessary step in achieving ambidexterity (Jansen et al., 2009; Smith and Tushman, 2005; Tushman and O’Reilly, 1996)....
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...The research deriving from organization research also reasons that through structural differentiation, top management integration, fostering appropriate context, or sequential shifting, exploitation and exploration can have positive interactions on innovation (Cao et al., 2009; Gibson and Birkinshaw, 2004; Jansen et al., 2009; Simsek et al., 2009; Tushman and O’Reilly, 1996)....
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201 citations
Cites background from "Structural Differentiation and Ambi..."
...Prior empirical studies have treated the exploration-exploitation trade-off either as a continuum (e.g., Lavie and Rosenkopf 2006, Lin, Yang and Demirkan 2007, Uotila et al. 2009) or as separate orthogonal dimensions (e.g., He and Wong 2004, Jansen et al. 2009)....
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...A critical part of the solution is the senior manager who allocates resources across the units and serves as a point of integration between them (Benner and Tushman 2003, Jansen et al. 2009, Tushman et al., 2010)....
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201 citations
Cites background from "Structural Differentiation and Ambi..."
...In contrast, continuing with the existing business model requires focus (Jansen et al., 2009) and is better done via efficient and centralized structures....
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...With fierce competition and an economic downturn, organizations seldom have sufficient slack in their resources to allow them to invest heavily in emerging phenomena that are a long way from the market (Raisch and Birkinshaw, 2008; Jansen et al., 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