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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Exploitative and exploratory learning in transactive memory systems and project performance
Yong-Hui Li,Jing-Wen Huang +1 more
TL;DR: Examination of the relationships between transactive memory systems, team learning, and project performance in new product teams indicates differential effects of three dimensions of a trans active memory system on exploitative and exploratory learning.
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Knowledge Searching, Integrating and Performing: always a tuned Trio for Innovation?
TL;DR: In this article, the authors investigated the external knowledge search practices firms deploy to innovate their products, exploring the relationships among the use of such practices, some internal organizational characteristics and innovation performance, and found evidence of some "indifference zones" where the effectiveness of the external search processes firms activate does not depend on the extent of the internal mechanisms firms use to absorb and articulate external knowledge.
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A multilevel examination of high-performance work systems and unit-level organisational ambidexterity
TL;DR: In this article, the authors examined the process linking high-performance work systems (HPWS) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM, human capital and social capital perspectives.
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Human Capital and Human Resource Management to Achieve Ambidextrous Learning: A Structural Perspective:
TL;DR: In this article, a structural approach is used to identify the kinds of human capital that better support specific learning types and HRM practices suited to these components of HRM, highlighting learning differences between marketing and production units.
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Business intelligence and analytics value creation in Industry 4.0: a multiple case study in manufacturing medium enterprises
TL;DR: In this paper, the authors discuss the importance of medium enterprises (MEs) in the digital transformation known as Industry 4.0 (I4.0) bringing new data and new data sources.