Open AccessPosted Content
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
Reads0
Chats0
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
Citations
More filters
Journal ArticleDOI
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.
Journal ArticleDOI
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.
Journal ArticleDOI
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
More filters
Journal ArticleDOI
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation?
Keld Laursen,Keld Laursen +1 more
TL;DR: In this article, the advantages and disadvantages of local and non-local search, discusses organizational responses, and identifies potential exogenous triggers for different kinds of search, concluding that the initial focus on local search was a consequence, in part, of the attention in evolutionary economics to path-dependent behavior, but that as localized behavior was increasingly accepted as the standard mode, studies began to question whether locally search was the best solution in all cases.
Journal ArticleDOI
Leadership for organizational adaptability: A theoretical synthesis and integrative framework.
Mary Uhl-Bien,Michael J. Arena +1 more
TL;DR: In this article, the authors provide a theoretical synthesis and integrative review of research from strategy, organization theory, innovation, networks, and complexity to provide a framework of leadership for organizational adaptability.
Posted Content
Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap
TL;DR: In this article, the role of strategic learning as a mediating construct between opportunity-seeking (exploration) and advantage-seeking strategies and profit performance is discussed. And the authors suggest that strategic learning effectively allows both types of strategies to improve profit performance.
Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda
TL;DR: In this paper, a definition of dynamic capabilities, separating them from substantive capabilities as well as from their antecedents and consequences, is presented, along with a set of propositions that outline how substantive capabilities and dynamic capabilities are related to one another, how this relationship is moderated by organizational knowledge and skills, and how organ-izational age affects the speed of utilization and the learning mode used in organizational change.
Journal ArticleDOI
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities
TL;DR: In this paper, the authors elucidate the relationship between strategic flexibility and operational efficiency and derive important theoretical and managerial implications for both operations management and strategic management using top-level executive data in India and the United States of America.