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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Distributed Cognition in Top Management Teams and Organizational Ambidexterity The Influence of Transactive Memory Systems
Ciaran Heavey,Zeki Simsek +1 more
TL;DR: In this paper, the role of top management teams' cognitive structure and the enabling influence of transactive memory systems is discussed. And the authors argue that transactive memories provide a top management team with a system for generating, distributing, and integrating knowledge based on members' specific areas of expertise in ways that increase its ability to both differentiate and integrate strategic agendas for ambidexterity.
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The intellectual structure of organizational ambidexterity: A bibliographic investigation into the state of the art
TL;DR: The recent development of the ambidexterity theme stems from the recognition that firms today increasingly have to deal with contrasting and conflicting goals such as incremental vs. radical innovation, exploration vs. exploitation (Gibson and Birkinshaw, 2004), and many others.
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Ambidextrous supply chain as a dynamic capability: building a resilient supply chain
Sang M. Lee,Jin Sung Rha +1 more
TL;DR: In this paper, the authors apply two main theoretical frames from the strategy literature, dynamic capabilities, and organizational ambidexterity, to supply chain management to examine mitigation strategies for supply chain (SC) disruptions.
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Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance
Matthias de Visser,Petronella C. de Weerd-Nederhof,Dries Faems,Michael Song,Bart Van Looy,Klaasjan Visscher +5 more
TL;DR: In this paper, the authors conducted a survey study of 155 U.S. firms and found that firms that apply a cross-functional structure for the radical NPD process performed significantly better in terms of breakthrough innovation performance than firms that applied a functional structure.
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Reconciling the tension between consistency and relevance: design thinking as a mechanism for brand ambidexterity
TL;DR: In this article, the authors argue that design thinking can serve as a mechanism which promotes and enables the integration of brand consistency and relevance, and identify eight practices and examine how designers enable brand managers to address enduring consistency-relevance tensions in ways that ensure innovations renew or revitalize the brand without undermining its essence.