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
Citations
More filters
Journal ArticleDOI
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.
Journal ArticleDOI
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
More filters
Journal ArticleDOI
INNOVATION COLLABORATIONS IN LOW-TO-MEDIUM TECH SMEs: THE ROLE OF THE FIRM’S INNOVATION ORIENTATION AND USE OF EXTERNAL INFORMATION
TL;DR: In this article, the direct and indirect relationships between the company's innovation orientation, its collection and dissemination of external information among the or... authors articulates and tests the direct or indirect relationship between the companies' innovation orientation and its C&D.
Journal ArticleDOI
Changes in Organizational Architecture: Aspiration Levels, Performance Gaps and Organizational Change
TL;DR: In this paper, the authors explore the modus operandi underpinning architectural change and argue that the interplay between social and historical aspiration levels constitutes a benchmark against which organizations measure current performance; and defines the scope of architectural change.
Book ChapterDOI
Self-Regulation and Entrepreneurial Ambidexterity
TL;DR: In this paper, the authors investigate the role of social cognitive self-regulation in fostering ambidexterity as a dynamic capability among entrepreneurs and propose a new model of these processes and discuss its implications.
Journal ArticleDOI
Exploring the role of exploration/exploitation and strategic leadership in organizational learning
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.