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
416 citations
Additional excerpts
...2004, Lubatkin et al. 2006). Combining exploration and exploitation not only helps organizations to overcome structural inertia that results from focusing on exploitation, but also refrains them from accelerating exploration without gaining benefits (Levinthal and March 1993). Although both types of activities are important for organizational survival, they create paradoxical challenges. Whereas exploration results from experimentation, flexibility, and divergent thinking, exploitation is associated with efficiency, refinement, and focus (March 1991). In this study, we apply the distinction between exploration and exploitation to learning and innovation, albeit of different types. Prior studies such as Benner and Tushman (2003), Danneels (2002), and He and Wong (2004) have explicitly embraced the idea that exploratory innovations are designed to meet the needs of emerging customers or markets....
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413 citations
"Structural Differentiation and Ambi..." refers background in this paper
...Structural differentiation refers to “the state of segmentation of the organizational system into subsystems, each of which tends to develop particular attributes in relation to the requirements posed by its relevant external environment” (Lawrence and Lorsch 1967, pp. 3–4)....
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403 citations
400 citations
"Structural Differentiation and Ambi..." refers background in this paper
...Social integration increases collaborative problem solving (De Cremer et al. 2008) and facilitates senior executives to build realistic understandings of key preferences and conflicting roles in senior teams (Eisenhardt et al. 1997)....
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...Especially when senior team members are responsible for differentiated exploratory and exploitative units, the likelihood of conflict is further exacerbated (Eisenhardt et al. 1997, Tushman and O’Reilly 1996)....
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...2008) and facilitates senior executives to build realistic understandings of key preferences and conflicting roles in senior teams (Eisenhardt et al. 1997)....
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395 citations
"Structural Differentiation and Ambi..." refers background in this paper
...It establishes differences across organizational units in terms of mindsets, time orientations, functions, and product/market domains (Lawrence and Lorsch 1967, Golden and Ma 2003)....
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