scispace - formally typeset
Search or ask a question
Posted Content

Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

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.

Content maybe subject to copyright    Report

Citations
More filters
Journal ArticleDOI
TL;DR: In this article, the authors explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process, and develop propositions encompassing three key elements: exploration/Exploitation, strategic leadership and organizational learning.
Abstract: Purpose The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process. Design/methodology/approach Based on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning. Findings The propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning. Research limitations/implications The propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning. Originality/value This paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.

8 citations

Dissertation
01 Oct 2013
TL;DR: In this paper, the authors examined how teams shape task interdependence over time through an inductive, longitudinal study of four high-technology firms and found that structural linking in innovation-led firms occurs by means of linking teams.
Abstract: The innovation-era has seen firms adopting a variety of organisation designs with teams as their basic building blocks. The increasing competitive importance of innovation and the prevalence of team-based organisation designs have confronted firms with the challenge to manage complex task interdependence configurations. Firms therefore resort to structural linking to integrate dispersed innovation activities across a multitude of teams. I find that structural linking in innovation-led firms occurs by means of linking teams: i.e. teams which are created by top managers to support or manage the innovation process across other teams. Within this context, I have set out to answer the central question of this study: how and why do teams shape the development of task interdependence? I examined how teams shape task interdependence over time through an inductive, longitudinal study of four high-technology firms. 122 interviews were conducted over a period of 24 months including a 3 month ethnographic stage. My central contribution is a model of how teams shape the development of task interdependence. Overall, I present the conjunction of task and social interdependence as a dynamic, cyclical, process, which is shaped by the collective agency of teams. This study proposes that studying task interdependence from the perspective of teams requires the inclusion of social interdependence because teams form different perceptions of the designed task interdependence which can be positive, negative, or individualistic. These perceptions emerge in response to perceived goal structures between teams and as a response to how task interdependence relates to the identity and autonomy of the involved teams. These perceptions produce distinct patterns of interaction between teams in innovation systems, which subsequently instigate reconfigurations of both task and social interdependence.

8 citations


Cites background from "Structural Differentiation and Ambi..."

  • ...The most prevalent structural linking mechanism included in the organisational design of large organisations is the cross-functional interface (Jansen et al., 2009)....

    [...]

  • ...The existence, nature, and role of innovation management teams observed in this study contribute to the literature on organisation design as they form a distinct and contemporary type of cross-functional interface (Jansen et al., 2009; Nadler and Tushman, 1997) that is created for/in innovation systems....

    [...]

  • ...However, it is still the most widespread in use of all structural linking mechanisms (Jansen et al., 2009) because although it increases the amount of complexity in an organisation’s design it can be very effective in bringing teams together....

    [...]

  • ...For example, firms may adopt a divisional or matrix design with innovation as a separate division, or with autonomous innovation project teams (Jansen et al., 2009)....

    [...]

  • ...In the organisation design chapter, the importance of common goals was discussed as an informal integration mechanism (Jansen et al., 2009) in the context of intra-firm complexity and dynamism....

    [...]

Proceedings ArticleDOI
07 Mar 2017
TL;DR: The results reveal that existing infrastructures should be used and extended in such a way that they can facilitate a variety of different applications and suggest that smart cities focussed on structural ambidexterity innovate quicker.
Abstract: Most cities have limited resources to become a smart city Yet some cities have been more successful than others in becoming a smart city This raises the questions why were some cities able to become smart, whereas other were not able to do so? This research is aimed at identifying factors influencing the shift towards becoming a smart city In this way insight is gained into factors that governments can influence to become a smart city First, Literature was reviewed to identify dimensions and factors enabling or impeding the process of becoming a smart city These factors were used to compare two similar type of case studies The cases took different paths to become a smart city and had different levels of success This enabled us to identify factors influencing the move towards smart cities The results reveal that existing infrastructures should be used and extended in such a way that they can facilitate a variety of different applications Synergy from legacy systems can avoid extra expenditures Having such an infrastructure in place facilitates the development of new organizational models These models are developed outside the existing organization structure to avoid hinder from existing practices and organizational structures This finding suggests that smart cities focussed on structural ambidexterity innovate quicker

8 citations


Cites background from "Structural Differentiation and Ambi..."

  • ...Definitions contain a spectrum from smart urban space to sustainable environmental [15]....

    [...]

Journal ArticleDOI
TL;DR: In this paper, the authors conducted a study to identify the impact of organizational ambidexterity on organizational conflict and found that exploration has the highest impact on organizational conflicts, while teaching knowledge, experience and new skills for employees.
Abstract: Objectives: The present research was conducted to identify the impact of Organizational Ambidexterity on Organizational Conflict. Methods/Statistical analysis: The study population consisted of all of the managers of Zain Telecommunication Company in Jordan. The questionnaire comprised three parts covered the intended constructs, i.e., Organizational Ambidexterity on Organizational Conflict. The questionnaires, with instructions of how to complete them, were used, (260) questionnaires retrieved, to analyze hypothesis data, Smart Equal Partial Least Square and Structure Equation Modeling (PLS-SEM) were used as an approach for analysis. Findings: The results of the study indicate that Organizational Ambidexterity had a significant effect on organizational conflict. Exploration has the highest impact on organizational conflict. Application/Improvements: Organization with exploitation constantly responds to environmental changes and strives to meet client requirements by working continuously on teaching knowledge, experience and new skills for employees. Keywords: Jordan, Organizational Ambidexterity, Organizational Conflict, Telecommunication Company

8 citations

Journal ArticleDOI
TL;DR: A controllable and recyclable cation-assisted reduction route to fabricate a palladium nanoparticle supported catalyst to synthesize precious metal supported catalysts is reported.
Abstract: Development of sustainable routes to synthesize precious metal supported catalysts is of great importance because of their wide applications in the catalysis field. This paper reported a controllable and recyclable cation-assisted reduction route to fabricate a palladium nanoparticle supported catalyst. At 323 K, highly dispersed Pd/Al2O3-CARM was prepared through introducing M2+ (M = Mn, Zn or Cu) ions to promote the reduction of H2PdCl4 in ethylene glycol–water solution, and the residual filtrate after preparation could be recycled to prepare Pd/Al2O3 catalysts. A turnover frequency of 300 × 102 h−1 was obtained for Pd/Al2O3-CARMn in solvent-free aerobic oxidation of benzyl alcohol to benzaldehyde.

8 citations

References
More filters
Journal ArticleDOI
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,…...

    [...]

Book ChapterDOI
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.

46,648 citations


"Structural Differentiation and Ambi..." refers background in this paper

  • ...provides organizations with competitive advantages over time (Barney 1991)....

    [...]

  • ...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)....

    [...]

Journal ArticleDOI
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. **

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…...

    [...]

Journal ArticleDOI
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)....

    [...]

Journal ArticleDOI
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.
Abstract: Criteria for evaluating structural equation models with latent variables are defined, critiqued, and illustrated. An overall program for model evaluation is proposed based upon an interpretation of converging and diverging evidence. Model assessment is considered to be a complex process mixing statistical criteria with philosophical, historical, and theoretical elements. Inevitably the process entails some attempt at a reconcilation between so-called objective and subjective norms.

19,160 citations