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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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Change in the Presence of Residual Fit: Can Competing Frames Coexist?
TL;DR: The results suggest that the competing frames of threat and opportunity can coexist within the firm when it creates organizationally differentiated subunits, minimizes the need to integrate competing frames at the subunit level, enabling different behaviors to be enacted simultaneously across different units of the firm.
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The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation
TL;DR: Using cross-sectional data from a wide range of manufacturing industries, an operational measure of the exploration-exploitation concept is developed and validated and suggests that the value of supply-side, demand- side, and spatial exploration and exploitation is contingent on the environment.
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Coordination Demands of International Strategies
TL;DR: In this paper, a study of fifty subsidiaries of Multinational Corporations shows a connection between their strategy and their use of different mechanisms of coordination, and the main finding is that subsidiaries pursuing strategies with a high degree of integration with their corporate parent make a much more extensive use of both formal and subtle coordination mechanisms than other firms in the sample.
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New Directions in Corporate Governance Research
TL;DR: This essay seeks to identify the contributions that strategy and organizational researchers have made, and continue to make, in enhancing the authors' understanding of a wide variety of important corporate governance questions.
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The Impact of Acquisitions on Innovation: Poison Pill, Placebo, or Tonic?
TL;DR: In this paper, the authors present an alternative view that for firms that first engage in internal knowledge development, the knowledge-based view suggests that acquisitions can help innovation; that is, they can be a tonic for innovation.