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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.
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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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Complements or substitutes? A meta-analysis of the role of integration mechanisms for knowledge transfer in the MNE network
TL;DR: In this paper, the authors use meta-analytic techniques to quantitatively synthesize and evaluate the impact of centralization, formalization and socialization on knowledge transfer in MNE integration literature.
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A Study of the Performativity of the “Ambidextrous Organizations” Theory: Neither Lost in nor Lost before Translation
Boris Durisin,Gergana Todorova +1 more
TL;DR: In this article, the authors investigate whether the ambidextrous organizations theory is implemented as suggested by prior theorizing and whether successful implementation is subject to managing in the way that scholars' prior theories suggests.
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Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs
TL;DR: In this article, the authors focus on two organizational antecedents: the firm's exploration and exploitation orientations, and its slack resources, and find that an explorative orientation plays an important role in management intentionality to internationalize, and that slack resources moderate this relationship.
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The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals
TL;DR: In this paper, the authors examined the impact of leadership on organizational ambidexterity and employee psychological safety (EPS) based on a sample of 105 global acquisitions of emerging market multinationals.
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Contextual ambidexterity and innovation in healthcare in India: the role of HRM
TL;DR: In this article, the authors explored the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India and found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven human resource management (HRM) practices.