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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Communicational ambidexterity as a new capability to manage social media communication within organizations
TL;DR: This work proposes and unpack the concept of communicational ambidexterity to theorize the capability that enables organizations to accommodate and efficiently manage these two potentially conflicting modes of communication within organizations.
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The contingent effects of differentiation and integration on corporate entrepreneurship
Henri Burgers,Jeffrey G. Covin +1 more
TL;DR: In this article, the authors develop a contingency view regarding the effects of structural differentiation and integration on levels of corporate entrepreneurship by integrating notions of benefits and costs resulting from integration with structural contingency theory.
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Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs
TL;DR: In this paper, the authors examine how and when executive style affects strategy implementation in Danish SMEs and propose a framework that allows a simple diagnosis of executive style and strategy implementation, and measure and assess the performance consequences of (mis)alignment between the two.
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A Hegelian Dialogue on the Micro‐Foundations of Organizational Routines and Capabilities
TL;DR: In this paper, the authors discuss the role of individual actors in shaping organizational change processes and propose a model of firm evolution that includes cognitive, motivational and identity-based antecedents to behavior, as well as key dimensions of intentionality and consciousness of change.
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Thriving in the New: Implication of Exploration on Organizational Longevity:
TL;DR: In this article, the authors investigated the longevity implication of exploration in the hard disk drive industry and found that exploitation to the exclusion of exploration generally undermines firms' long-term viability.