Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Citations
2,129 citations
Cites background from "Structural Differentiation and Ambi..."
...…the ambidextrous approach and to minimize internal resistance, and the skills to communicate clearly their approach in order to offset any media skepticism (e.g., O’Reilly & Tushman, 2004; Jansen et al., 2009; Fang, Lee, & Schilling, 2010; Benner & Tushman, 2003; Siggelkow & Levinthal, 2003)....
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...These include the need for “ambidextrous leaders” with the ability to understand the requirements of different types of businesses, the authority to implement new incentive systems to institutionalize the ambidextrous approach and to minimize internal resistance, and the skills to communicate clearly their approach in order to offset any media skepticism (e.g., O’Reilly & Tushman, 2004; Jansen et al., 2009; Fang, Lee, & Schilling, 2010; Benner & Tushman, 2003; Siggelkow & Levinthal, 2003)....
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1,946 citations
Cites background from "Structural Differentiation and Ambi..."
...The Jansen et al. (2009) article “Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms” claims that structural differentiation can help ambidextrous organizations maintain multiple inconsistent and conflicting demands; however, these differentiated activities…...
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...Third, ambidexterity may arise from both simultaneous and sequential attention to exploitation and exploration....
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...Kogut and Zander (1992, p. 384) describe “combinative capabilities” as the firm’s ability “to synthesize and apply current and acquired knowledge.”...
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...Several studies in this special issue provide the first evidence that ambidexterity results from interactions across multiple levels (Andriopoulos and Lewis 2009, Groysberg and Lee 2009, Jansen et al. 2009, Mom et al. 2009, Taylor and Helfat 2009)....
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1,350 citations
1,241 citations
Cites background from "Structural Differentiation and Ambi..."
...…the notion of ambidexterity quite narrowly when referring to contextual balancing and organizational separation, whereas many studies consider ambidexterity as a general term for describing balance between exploration and exploitation (e.g., Jansen et al., 2009; Raisch et al., 2009; Simsek, 2009)....
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...By loosely integrating their exploratory and exploitative units, organizations simultaneously perform both activities and balance them within their boundaries through active integration of the senior-management teams (Jansen et al., 2009)....
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621 citations
Cites background from "Structural Differentiation and Ambi..."
...…and flexibility are contradictory choices that require mutually exclusive solutions that support either efficiency or flexibility (Duncan 1976, Jansen et al. 2009, Lubatkin et al. 2006, Raisch and Birkinshaw 2008, Raisch et al. 2009, Tushman and O’Reilly 1996; see also the Organization…...
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...Finally, regardless of whether ambidexterity is spatial or temporal, senior executives ultimately must integrate the contradictory cognitive agendas of efficiency and flexibility (Gilbert 2006, Smith and Tushman 2005) through mechanisms such as contingent awards for senior teams (Jansen et al. 2009) and education (Taylor and Helfat 2009)....
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...…is spatial or temporal, senior executives ultimately must integrate the contradictory cognitive agendas of efficiency and flexibility (Gilbert 2006, Smith and Tushman 2005) through mechanisms such as contingent awards for senior teams (Jansen et al. 2009) and education (Taylor and Helfat 2009)....
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References
509 citations
"Structural Differentiation and Ambi..." refers background in this paper
...Senior team integration contributes to balanced resource allocation and establishes cross-fertilization across exploratory and exploitative activities (Jansen et al. 2008, Smith and Tushman 2005)....
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...…of scarce resources and the departure from existing competences and skills within exploratory units (Gilbert 2005, Hill and Rothaermel 2003), yet establish cross-fertilization and strategic synergies with ongoing businesses in exploitative units (Jansen et al. 2008, Tushman and O’Reilly 1996)....
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...Although senior team contingency rewards may be beneficial to achieving ambidexterity under certain organizational and industrial conditions (e.g., Jansen et al. 2008, O’Reilly and Tushman 2004), future studies should examine how interdependency affects the impact of senior team contingency rewards…...
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...Studies have predominantly suggested that organizations pursuing exploration and exploitation simultaneously obtain superior financial performance (Gibson and Birkinshaw 2004, He and Wong 2004, Lubatkin et al. 2006)....
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...Senior teams in ambidextrous organizations typically face role conflicts that may diminish acceptance of decisions (Jansen et al. 2008, O’Reilly and Tushman 2004)....
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485 citations
"Structural Differentiation and Ambi..." refers background or methods in this paper
...…senior team are always prepared to work together and support each other There is a lot of competition within the senior team® Cross-functional interfaces (Hage and Aiken 1967, Gupta and Govindarajan 2000) Employees are regularly rotated between jobs in our organization There is regular talk about…...
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...Based on Hage and Aiken (1967) and Gupta and Govindarajan (2000), cross-functional interfaces ( = 0 72) were measured through a five-item scale....
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471 citations
457 citations
"Structural Differentiation and Ambi..." refers background in this paper
...It provides a sense of freedom and ownership over specific work activities and generates structural flexibility to adapt to local conflicting task environments (Child 1984, Orton and Weick 1990)....
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443 citations
"Structural Differentiation and Ambi..." refers background in this paper
...As organizational members with a larger pool of informal relations may be able to exploit or explore to their advantage (Lin et al. 2007), our study may also suggest that connectedness contributes to establishing a conducive context for achieving ambidexterity directly rather than indirectly by generating resource and knowledge flows across differentiated units....
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...As organizational members with a larger pool of informal relations may be able to exploit or explore to their advantage (Lin et al. 2007), our study may also suggest that connectedness contributes to establishing a conducive context for achieving ambidexterity directly rather than indirectly by…...
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