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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
05 Nov 2008-ERIM report series research in management Erasmus Research Institute of Management (Erasmus Research Institute of Management)-
TL;DR: 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.
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Dissertation•
01 Jan 2011
TL;DR: In this paper, the authors explored the concept of organizational context dimensions suggested by Ghoshal and Bartlett (1994), stretch, trust, support and discipline, as the shapers of organizational culture, and relates them to the information systems research, focusing on the information system success as represented by system performance, information effectiveness and service performance.
Abstract: In the modem world, and because the organizational forms are changing, there is a need for a deeper investigation on the linkage between organization context and information system in the organization. The statement that the information system did not fit the organizational culture is often part of the explanation of why particular information system encountered unanticipated resistance and never met
expectations. This study aims to provide a fundamental framework for a new concept of the linkage between organizational context and information systems success. This study explores the concept of organizational context dimensions suggested by Ghoshal and Bartlett (1994), stretch, trust, support and discipline, as the shapers of organizational culture, and relates them to the information systems research, focusing on the information systems success as represented by system performance, information effectiveness and service performance, particularly
investigating the role of the managerial action affecting this linkage. To investigate this problem, the study first develops instrument to measure the organizational
context constructs, validates them and then uses partial least squares (PLS) techniques to test the hypothesized model. Data used for this research was collected from a sample of 317 MSC status companies in Malaysia. The results show good support for the theorized model. Except trust, the organizational context is proven to be major factor for the success of information systems in the organization, especially when the organizational act ambidextrously within the information systems context. The study ends by introducing a four-stage sociotechnical model coined as System Behavioral Success Model (SBS), which describes
how the behavioral context of an IT organization led by their IT executives would lead to the success of the information systems function.
10 citations
Dissertation•
01 Jan 2016
10 citations
TL;DR: In this paper, the development of breakthrough technological innovations by analyzing individual, organisational, and contextual forces and dynamics shaping their emergence is investigated by using a longitudinal case study of Fiat Group's development of common rail technology for diesel injection systems.
Abstract: This paper investigates the development of breakthrough technological innovations by analysing the individual, organisational, and contextual forces and dynamics shaping their emergence. To this end, I use a longitudinal case study of Fiat Group's development of common rail technology for diesel injection systems. Thereby, by presenting and discussing its story and evolution, I contribute to the existing literature on innovation offering a multilevel perspective of the diverse and heterogeneous factors interaction to generate breakthroughs.
10 citations
31 Jan 2016
TL;DR: The problem of badawczych nad tym zjawiskiem przy wykorzystaniu metodyki systematycznego przeglądu literatury jest stosunkowo nowym problemem badawczym w naukach o zarządzaniu as mentioned in this paper.
Abstract: Ambidexterity wyrazająca sie w godzeniu napiec pomiedzy eksploracją i eksploatacją jest stosunkowo nowym problemem badawczym w naukach o zarządzaniu. Celem opracowania jest identyfikacja trendow badawczych nad tym zjawiskiem przy wykorzystaniu metodyki systematycznego przeglądu literatury. Na podstawie liczby publikacji i analizy ich treści określono aktywnośc badawczą w tym obszarze na przestrzeni czasu oraz wskazano glowne perspektywy teoretyczne i poziomy analizy radzenia sobie z tego rodzaju napieciem.
10 citations
References
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TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
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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TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
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"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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TL;DR: In this paper, the authors argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities.
Abstract: In this paper, we argue that the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities. We label this capability a firm's absorptive capacity and suggest that it is largely a function of the firm's level of prior related knowledge. The discussion focuses first on the cognitive basis for an individual's absorptive capacity including, in particular, prior related knowledge and diversity of background. We then characterize the factors that influence absorptive capacity at the organizational level, how an organization's absorptive capacity differs from that of its individual members, and the role of diversity of expertise within an organization. We argue that the development of absorptive capacity, and, in turn, innovative performance are history- or path-dependent and argue how lack of investment in an area of expertise early on may foreclose the future development of a technical capability in that area. We formulate a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry. Discussion focuses on the implications of absorptive capacity for the analysis of other related innovative activities, including basic research, the adoption and diffusion of innovations, and decisions to participate in cooperative R&D ventures. **
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"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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TL;DR: The dynamic capabilities framework as mentioned in this paper analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change, and suggests that private wealth creation in regimes of rapid technology change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm.
Abstract: The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd.
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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TL;DR: In this article, structural equation models with latent variables are defined, critiqued, and illustrated, and an overall program for model evaluation is proposed based upon an interpretation of converging and diverging evidence.
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