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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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Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity
TL;DR: In this paper, the authors examined the relationship between organizing paradox (formalization and decentralization), and organizational levels of learning paradoxes, and found that learning ambidexterity has a positive impact on both organizational resilience and organizational energy.
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Hybrid context, management practices and organizational performance: A configurational approach
TL;DR: In this article, the authors explore how hybrid context shapes organizations' adoption, and performance implications, of management practice, and find that there is significant variation across the configurations in terms of the mix of management practices that lead to high and low performance.
To agree or not to agree
TL;DR: In this paper, the authors look at issues for consideration when an employer is inevitably asked by an employee if he or she can now work from home, and propose a set of issues to consider.
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CEO Proactiveness, Innovation, and Firm Performance
TL;DR: In this article, the authors explore the relationship between CEO proactiveness and three facets of organizational innovation, as well as its impact on firm performance, and suggest that CEO pro-activeness is manifested in different network-building, problem-solving, and feedback-seeking behaviors with different implications for exploratory innovation, exploitative innovation, and organizational ambidexterity.
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The Exploration–Exploitation Dilemma: A Review in the Context of Managing Growth of New Ventures:
TL;DR: In this paper, the authors raise the need for investigating the mechanisms of how ambidexterity is managed in the growth phase of start-up firms and find that start-ups are too focused on exploring the new, and engaged in too much experimentation, and in the process lost the scope of exploiting the outputs of their exploration activities.