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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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Clarifying the Effect of Intellectual Capital on Performance: The Mediating Role of Dynamic Capability
Li-Chang Hsu,Chao-Hung Wang +1 more
TL;DR: In this article, a theoretical model that explains how dynamic capability mediates the impact of intellectual capital on performance was developed and tested for analyzing the relationship between intellectual capital and dynamic capability in high-technology firms.
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Islands of Shared Knowledge: Specialization and Mutual Understanding in Problem-Solving Teams
TL;DR: A kind of production function is constructed which takes different forms of knowledge -- specialist capability and trans-specialist understanding -- as inputs and relates them to problem-solving output and implies that specialist capability can substitute for knowledge shared across specialties.
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Pay dispersion and workforce performance: moderating effects of incentives and interdependence
TL;DR: The authors found that pay dispersion will be associated with higher levels of workforce performance when accompanied by formal individual incentive systems and independent work, while pay compression is desirable in the absence of individual incentive system and when work is interdependent.
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Information-Processing Theory and the Multinational Enterprise
TL;DR: In this paper, a multidimensional framework is developed that can be used to measure the information-processing capacities of macro-level features of MNC organizational design, and an applied example, transnationalism, is used to illustrate how to apply the framework and demonstrate that it can contribute meaningful new insight to this complex organizational problem.
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Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains
Glenn B. Voss,Zannie Giraud Voss +1 more
TL;DR: The empirical results offer new insights with respect to several tensions at the heart of the ambidexterity challenge, and theoretical arguments that link organizational performance to strategic combinations of exploration and exploitation in both product and market domains are developed.