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.
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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
How Foreign and Domestic Firms Differ in Leveraging IT-Enabled Supply Chain Information Integration in BOP Markets: The Role of Supplier and Client Business Collaboration
Jiban Khuntia,Abhishek Kathuria,Mariana Giovanna Andrade-Rojas,Terence Saldanha,Nikhil Celly +4 more
TL;DR: This study draws on the ownership-location-internalization (OLI) framework to theorize that domestic and foreign firms leverage IT-SCII differently because of their differing ownership-based advantages in BOP markets, and hypothesize that the influence of IT- SCII on client business collaboration and the influence on firm performance are stronger for domestic firms than for foreign firms.
Proceedings Article
Ambidextrous IS Strategy: The Dynamic Balancing Act of Developing a ‘Transform & Merge’ Strategy in the Banking Industry
TL;DR: A revelatory case study of a 7-year-long organizational balancing act of searching for the right information systems (IS) strategy in the pre-deal phase of a bank merger, which proposes three different archetypes of IS ambidextrous strategy.
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Exploration e o desempenho inovador da firma: como funciona essa relação?
TL;DR: In this paper, the authors analyzed the relationship between a firm's exploration strategy and its innovative performance, and whether its absorptive capacity (AC) moderates this relationship using negative binomial regression.
Learning to Innovate: How Does Ambidextrous Learning Matter to Radical and Incremental Innovation Capabilities?
TL;DR: In this paper, the authors investigate how the two dimensions of ambidextrous learning (synergy and balance) affect firms? incremental and radical innovation capabilities, and find broad support for their theoretical arguments.
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Organizational integration mechanisms and knowledge transfer effectiveness in MNCs: The moderating role of cross-national distance
TL;DR: In this paper, the authors investigated the usefulness of two organizational integration mechanisms (i.e., formal inter-unit communication and informal connectedness and shared values) to effectively transfer knowledge between MNC units and explored how their effectiveness is affected by different dimensions of cross-national distance.