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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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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.
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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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Dynamic strategy: Investigating the ambidexterity–performance relationship
Madeleine Jacobs,Rachel Maritz +1 more
TL;DR: O’Reilly and Tushman (2004, p. 74) used this analogy to describe the ambidextrous behaviour required for organisations in the dynamic business environment that exists today.
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Sustaining collaborative software development through strategic consortium
Manlu Liu,Sean Hansen,Qiang Tu +2 more
TL;DR: This analysis examines the mechanisms of exploration and exploitation involved in developing and sustaining a COSS approach to achieve contextual ambidexterity and reveals that they may also complement one another across distinct layers of institutional activity.
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Organizational learning and bureaucracy: an alternative view
TL;DR: In this article, the relationship between organizational learning and bureaucracy has been discussed and it has been shown that, in some organizations, bureaucracy can be functional for organizational learning, and that the nature of knowledge creation and organizational learning is conditioned by the organization's main technological characteristics, and therefore, bureaucracy has a dual nature as an instrument of managerial control and as a vehicle of large-scale collaboration.
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Entendiendo la explotación y la exploración en el aprendizaje organizacional: una delimitación teórica
TL;DR: The authors delimitó teoricamente las corrientes investigativas que se han ocupado of explotacion and exploración, mediante una revision sistematica de la literatura.
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Building Ambidextrous Supply Chains in SMEs: How to Tackle the Barriers?
Mohd. Nishat Faisal,Faisal Talib +1 more
TL;DR: The hierarchy based structure and the classification of factors based on their impact and dependence, will enhance the understanding of SMEs mangers/owners to improve supply chain performance by eliminating barriers and thereby implementing ambidextrous strategy across the supply chain.