Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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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)....
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...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....
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...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....
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...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)....
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...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....
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8 citations
Cites background from "Structural Differentiation and Ambi..."
...Definitions contain a spectrum from smart urban space to sustainable environmental [15]....
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8 citations
8 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