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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.
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
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Boundary Spanners in the Orchestration of Resources: Global–local Complementarities in Action
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Internationalization, dynamic environments and new product development: An empirical investigation of Korean companies
Keon Bong Lee,Suk Bong Choi +1 more
TL;DR: In this paper, the authors explored when and how Korean firms learn from internationalization to develop new competencies to serve an international market by adopting a contingency perspective to examine the relationship between organizational coordination and organizational implementation capabilities.
Proceedings ArticleDOI
The role teams and organizational factors play in disruptive innovations in ambidextrous organizations
TL;DR: This research has deployed multiple case methodology to study the process of transference of twelve disruptive innovations in ambidextrous organizations to improve the understanding of how corporate ventures face the transition from a disruptive innovation to a receiving business unit.
Journal ArticleDOI
Ambidestreza organizacional y desempeño: el papel de las relaciones inter-organizacionales
TL;DR: In this paper, the authors present a review about organizational ambidexterity with special emphasis on external sources, in contrast to internal sources that had been studied extensively, concluding that inter-organizational relationships could contribute with organizational ambidesterity, and also have an effect over firm's performance in the presence of absorptive capacity, relational governance and alliance capability.
Journal ArticleDOI
Red Tape and Ambidexterity in Government Units
TL;DR: In this paper, the authors draw upon the concept of two-dimensional red tape incorporating lack of functionality and compliance burden, and examine their individual relationships with ambidexterity.