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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How do Regional Headquarters Influence Corporate Decisions in Networked MNCs
TL;DR: In this paper, a survey of regional headquarters in Europe and their relations with MNC headquarters was conducted to find evidence that a regional headquarters' autonomy and signaling behavior have significant effects on its influence on corporate strategy.
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Ambidexterity in new ventures: The impact of new product development alliances and transactive memory systems
Ye Dai,Kui Du,Gukdo Byun,Xi Zhu +3 more
TL;DR: In this article, the authors proposed that product development alliances and the transactive memory systems of entrepreneurial teams contribute to new venture ambidexterity and that the two mechanisms reinforce one another.
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How top management team diversity fosters organizational ambidexterity: The role of social capital among top executives
TL;DR: Wang et al. as discussed by the authors found that the social capital among top executives, including connectedness, trust and shared vision, can moderate the link between team diversity and organizational ambidexterity.
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Information Technology and Organizational Innovation: Harmonious Information Technology Affordance and Courage-Based Actualization
Sutirtha Chatterjee,Gregory D. Moody,Paul Benjamin Lowry,Suranjan Chakraborty,Andrew M. Hardin +4 more
TL;DR: It is shown that IT can lead to innovation if (a) organizational IT affordances harmoniously coalign (as HITA) and, organizational courage acts as a powerful contingency that actualizes HITA, and this actualized HITA influences innovation.
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The Direct and Indirect Impact of Gender Diversity in New Venture Teams on Innovation Performance
Ye Dai,Gukdo Byun,Fangsheng Ding +2 more
TL;DR: In this paper, women's interest and participation in entrepreneurship is growing and limited and inconclusive findings on such growth have made it difficult to characterize its influence on new venture innovatio...