Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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9 citations
Cites background from "Structural Differentiation and Ambi..."
...…not only t reconcile the multiple -and sometimes colliding- expectations of member companies (Hagedoorn et al., 2000; Olk, 1998); they are also looked to for creating organizational linkages to support multiple structures, strategies and processes (Jansen et al., 2009; O'Reilly & Tushman, 2007)....
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9 citations
9 citations
Cites background from "Structural Differentiation and Ambi..."
...Similarly, in studies that have addressed the factors that enable structurally separated exploration and exploitation, leadership has been identified as a crucial factor and has mainly been studied as a stable role (Adler et al., 1999; Cao, Simsek, & Zhang, 2010; Jansen et al., 2009; Jansen, George, Van den Bosch, & Volberda, 2008; Lubatkin, Simsek, Ling, & Veiga, 2006; O'Reilly & Tushman, 2008)....
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..., 2010), and top management team behavioral integration (Jansen et al., 2009; Lubatkin et al., 2006), shared vision (Jansen et al....
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9 citations
Cites background from "Structural Differentiation and Ambi..."
...By loosely integrating their exploratory and exploitative units, organizations simultaneously perform both activities and balance them within their boundaries through active integration of senior management teams (Jansen et al. 2009)....
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8 citations
Cites background from "Structural Differentiation and Ambi..."
...the ideal that division of labor according to specialization allows to speed up processes and hence efficiency with which organizational units respond to their particular environment (Jansen et al., 2009; Lawrence & Lorsch, 1967)....
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...regarded as a major driver behind ambidexterity (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