Open AccessPosted Content
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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.
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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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Ambidexterity and performance in multiunit contexts: Cross‐level moderating effects of structural and resource attributes
TL;DR: A cross‐level model is developed suggesting that structural and resource attributes of the organizational context significantly shape the relationship between unit ambidexterity and performance and develops a richer explanation of the effectiveness of ambidextrous units operating in multiunit contexts.
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A dynamic model of top management team effectiveness: managing unstructured task streams
TL;DR: In this paper, the authors argue that, unless group process is managed accordingly, asymmetric distributions of situation-specific information and interests will reduce TMT decision-making effectiveness, and develop leader process choices to mitigate the potentially harmful effect of these asymmetries.
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The management of organizational ambidexterity through alliances in a new context of analysis: Internet of Things (IoT) smart city projects
TL;DR: Using structural equations modeling with data collected from 43 IoT smart city project alliances in Italy, evidence is found that MNEs need to develop knowledge management capabilities combined with ICT capabilities if they want to obtain greater ambidexterity performance at the project portfolio level.
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Ambidexterity and Survival in Corporate Venture Units
Susan A. Hill,Julian Birkinshaw +1 more
TL;DR: The authors argue that CV units become ambidextrous by nurturing a supportive relational context, defined by the strength of their relationships with three different sets of actors (parent firm executives, business unit managers, and members of the venture capital community).
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Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships
TL;DR: In this paper, the authors show that interorganizational partnerships represent a potentially important resource for the development of ambidexterity, but little is known about how a firm's ambidext...