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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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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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Organizational Ambidexterity: Past, Present and Future
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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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Proceedings ArticleDOI
Social Network Structure's Influence on Organizational Ambidexterity
TL;DR: The paper shows how important these drivers are and how absorptive capacity as context factor influences the relationship between the drivers and organizational ambidexterity.
Dissertation
Bringing them together: integrating economic and social-ecological dimensions in corporate decision-making
TL;DR: In this article, a case study focused on the integration of economic and social-ecological (E&SE) dimensions in the cross-functional decision-making process where mining projects are developed.
Journal Article
The Impact of Dynamic Capability on Innovation (An Applied Study on Jordanian Pharmaceutical Organizations)
TL;DR: In this paper, the authors identify the impact of dynamic capability on product innovation, supply chain innovation, and organizational innovation in Jordanian pharmaceutical organizations using questionnaires from 188 middle and top managers.
Proceedings Article
IT Enabled Agility in Organizational Ambidexterity
TL;DR: It is found that knowledge transfer between business units often occurs, but is yet not fully integrated from an organizational perspective, and the need for ambidextrous organizations to facilitate permeable boundaries with IT enabled agility by offering a transfer is highlighted.
Posted Content
Peer Conformity, Attention, and Heterogeneous Implementation of Practices in MNEs
Rodolphe Durand,Anne Jacqueminet +1 more
TL;DR: In this article, the authors study the implementation of 25 practices associated with three corporate social responsibility (CSR) issues in 101 worldwide subsidiaries of a multinational enterprise (MNE) and find that external peers' conformity to the CSR norm directs subsidiaries' attention toward the CS-related demands of external constituents at the expense of the demands from the headquarters.