Open AccessPosted Content
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
TLDR
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.read more
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Institutional Complexity and Organizational Responses
TL;DR: In this paper, the authors draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity and explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands.
Journal ArticleDOI
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
TL;DR: An overview of the seven articles included in this special issue is provided and several avenues for future research are suggested.
Posted Content
Organizational Ambidexterity: Past, Present and Future
TL;DR: Organizational ambidexterity refers to the ability of an organization to both explore and exploit--to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies as mentioned in this paper.
Journal ArticleDOI
Exploration and Exploitation Within and Across Organizations
TL;DR: The exploration and exploitation framework has attracted substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances as discussed by the authors, and it has become an essential lens for interpreting various behaviors and outcomes within and across organizations.
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CROSSROADS---Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments
TL;DR: Overall, this work contributes a more accurate view of how leaders effectively balance between efficiency and flexibility by emphasizing heuristics-based “strategies of simple rules,” multiple environmental realities, and higher-order “expert” cognition.
References
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Journal ArticleDOI
Market reactions to acquisition announcements : the importance of signaling ‘why’ and ‘where’
TL;DR: In this paper, the authors show that the market reacts more positively to ambidextrous acquisitions orientated towards exploitation than to pure explore-exploitative acquisitions, and that relatedness moderates this relationship, in which the market is more willing to tolerate exploration in a related industry.
Journal ArticleDOI
Right on the money? The contingent effects of strategic orientation and pay system design on firm performance
Aino Tenhiälä,Tomi Laamanen +1 more
TL;DR: The findings suggest that while defenders should pay special attention to average pay levels to avoid over compensating their employees relative to competitors, prospectors should pay attention to the CEO‐employee pay differentials toavoid overcompensating executives relative to employees.
Dissertation
Strategic Learning: A Route to Competitive Advantage?
TL;DR: In this article, a multidimensional understanding of the strategic learning process and an instrument to measure this concept is presented. But, the authors admit that the empirical research of strategic learning has been mainly limited to descriptive case studies, and the literature lacks a comprehensive measurement tool.
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Search practices in the early phase of the innovation process and ambidexterity: testing a sample of high-tech companies
TL;DR: This paper investigates the relationship between the practices put in place by firms to search for local and distant knowledge, ambidexterity and firms’ performances; attention is then focused on analysing the antecedents and consequences of ambideXterity in the search phase of the innovation process.
Journal ArticleDOI
How does TMT transactive memory system drive innovation ambidexterity?: Shared leadership as mediator and team goal orientations as moderators
Qian Chen,Zhiying Liu +1 more
TL;DR: In this article, the authors showed that the positive relationship between TMS usage and innovation ambidexterity is mediated by TMT shared leadership, which refers to collective decision-making behaviors and can integrate the heterogeneous knowledge of the TMS into coherent strategic forms.