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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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Contextual ambidexterity in SMEs: the roles of internal and external rivalry
TL;DR: In this article, the authors investigated contingency factors that influence the relationship between contextual ambidexterity and SME performance and found that ambidextrous posture should not be an end by itself, and pointed to the need to understand how the features of their internal and external environments affect the performance consequences of such posture.
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How to Balance Sustainability and Profitability in Technology Organizations: An Ambidextrous Perspective
Wenyu Du,Shan L. Pan,Meiyun Zuo +2 more
TL;DR: This study conducted a case study at China Mobile, the world's largest telecommunication company, which recently launched a comprehensive Green-IT program with impressive results, and derived two models, to the best knowledge, the first of their kind in this new research field of sustainability.
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Fifty shades of green: How microfoundations of sustainability dynamic capabilities vary across organizational contexts
TL;DR: In this paper, the authors identify the microfoundations of such sustainability dynamic capabilities on the one hand but, consistent with recent work in this research stream, do so in a way that is sensitive to the dynamism of the organizational environment.
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Ambidexterity in SBUs: TMT Behavioral Integration and Environmental Dynamism
TL;DR: In this paper, the authors explore the influence of TMT behavioral integration on ambidexterity and highlight the importance of environmental dynamism as a boundary condition on the effectiveness of top management team processes in promoting balance between exploratory and exploitative learning.
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Boards of directors and organizational ambidexterity in knowledge-intensive firms
TL;DR: In this paper, the authors examine the relation between boards of directors' knowledge heterogeneity and organizational ambidexterity (i.e., simultaneous exploration and exploitation) in knowledge-intensive firms (KIFs).