Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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17 citations
Cites background from "Structural Differentiation and Ambi..."
...The conceptual distinction between exploration and exploitation has been used, explicitly or implicitly, in a wide range of management research areas (Zhang et al., 2012; Jansen et al., 2009; O’Reilly and Tushman, 2007; He and Wong, 2004; Floyd and Lane 2000; March, 1991)....
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...We critically reviewed the growing literature on exploration and exploitation (e.g. Zhang et al., 2012; He and Wong, 2004; Jansen et al., 2009), quality management literature (e.g. Dahlgaard-Park, 2011; Dahlgaard et al., 1998; Kaynak, 2003) as well as literature on sustainability (e.g. Garvare and…...
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...We critically reviewed the growing literature on exploration and exploitation (e.g. Zhang et al., 2012; He and Wong, 2004; Jansen et al., 2009), quality management literature (e....
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17 citations
Cites background from "Structural Differentiation and Ambi..."
...In particular, our consideration of formal structures ( Jansen et al. 2009 ) and personnel coordination and other integration mechanisms (Mom et al. 2009) must address the challenge that the rules of managerial selection pose for the goal of balancing one search strategy with the other....
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17 citations
17 citations
17 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,…...
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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