Time: A New Research Lens

doi:10.5465/AMR.2001.5393903

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Time: A New Research Lens

Journal Article•DOI•

Time: A New Research Lens

Deborah G. Ancona¹, Paul S. Goodman², Barbara S. Lawrence³, Michael L. Tushman⁴•Institutions (4)

Massachusetts Institute of Technology¹, Carnegie Mellon University², University of California, Los Angeles³, Harvard University⁴

01 Oct 2001-Academy of Management Review (Academy of Management)-Vol. 26, Iss: 4, pp 645-663

TL;DR: In this article, the authors discuss the issue of time as it pertains to organizational research and suggest that looking at research in terms of time is a powerful tool in assessing organizational phenomena.

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Abstract: The article discusses the issue of time as it pertains to organizational research. The author believes that looking at research in terms of time is a powerful tool in assessing organizational phenomena. According to the author, temporal research allows researchers to gain more perspective when looking at organizational issues such as decision making, group performance and organizational transformation. The author notes that the field of temporal research is translated into concepts including pacing, timing and sequencing.

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Journal Article•DOI•

Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis

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Zi-Lin He, Poh Kam Wong¹•Institutions (1)

National University of Singapore¹

01 Aug 2004-Organization Science

TL;DR: Based on a sample of 206 manufacturing firms, evidence is found consistent with the ambidexterity hypothesis by showing that the interaction between explorative and exploitative innovation strategies is positively related to sales growth rate and the relative imbalance betweenexploration and exploitation strategies is negatively related toSales growth rate.

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Abstract: While exploration and exploitation represent two fundamentally different approaches to organizational learning, recent literature has increasingly indicated the need for firms to achieve a balance between the two. This balanced view is embedded in the concept of ambidextrous organizations. However, there is little direct evidence of the positive effect of ambidexterity on firm performance. This paper seeks to test the ambidexterity hypothesis by examining how exploration and exploitation can jointly influence firm performance in the context of firms' approach to technological innovation. Based on a sample of 206 manufacturing firms, we find evidence consistent with the ambidexterity hypothesis by showing that (1) the interaction between explorative and exploitative innovation strategies is positively related to sales growth rate, and (2) the relative imbalance between explorative and exploitative innovation strategies is negatively related to sales growth rate.

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3,231 citations

Cites background from "Time: A New Research Lens"

...Ancona et al. (2001, p. 658) likewise argued that dynamic capabilities “are rooted in streams of innovation—in simultaneously exploiting and exploring.” According to Katila and Ahuja (2002), exploitation of existing capabilities is often needed to explore new capabilities, and exploration of new capabilities also enhances a firm’s existing knowledge base—Exploration and exploitation form a dynamic path of absorptive capacity....
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Journal Article•DOI•

The interplay between exploration and exploitation

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Anil K. Gupta¹, Ken G. Smith¹, Christina E. Shalley²•Institutions (2)

University of Maryland, College Park¹, Georgia Institute of Technology²

01 Aug 2006-Academy of Management Journal

TL;DR: In this article, the authors address four related issues related to exploration and exploitation in organizational adaptation research, and propose a framework to address them in the context of organizational adaptation and exploitation.

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Abstract: Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related que...

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2,832 citations

Cites background from "Time: A New Research Lens"

...Arguments in favor of the need for both exploration and exploitation are well established and accepted ( Ancona, Goodman, Lawrence, & Tushman, 2001; Benner & Tushman, 2002; Dougherty, 1992; Eisenhardt & Martin, 2000; Feinberg & Gupta, 2004; Levinthal & March, 1993; March, 1991, 1996, 2006)....
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Journal Article•DOI•

Organizational Ambidexterity: Antecedents, Outcomes, and Moderators

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Sebastian Raisch¹, Julian Birkinshaw²•Institutions (2)

University of St. Gallen¹, London Business School²

07 Mar 2008-Journal of Management

TL;DR: In this article, the authors review various literature streams to develop a comprehensive model that covers research into the antecedents, moderators, and outcomes of organizational ambidexterity, defined as an organization's ability to be aligned and efficient in its management of today's business demands while simultaneously being adaptive to changes in the environment.

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2,207 citations

Cites background from "Time: A New Research Lens"

...Ancona et al. (2001) suggest that dynamic capabilities are rooted in exploitative and explorative innovations....
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...…from technological change to organization design, have discussed the need for firms to achieve a balance between exploitation and exploration activities (Benner & Tushman, 2003; Burgelman, 1991; Eisenhardt & Martin, 2000; Gupta, Smith, & Shalley, 2006; Tushman & O’Reilly, 1996; Volberda, 1996)....
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Journal Article•DOI•

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future:

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John E. Mathieu¹, M. Travis Maynard², Tammy L. Rapp¹, Lucy Gilson¹•Institutions (2)

University of Connecticut¹, Colorado State University²

07 Mar 2008-Journal of Management

TL;DR: In this paper, the authors review team research that has been conducted over the past 10 years and discuss the nature of work teams in context and note the substantive differences underlying different types of teams.

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1,985 citations

Journal Article•DOI•

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

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Sebastian Raisch¹, Julian Birkinshaw², Gilbert Probst³, Michael L. Tushman⁴•Institutions (4)

University of St. Gallen¹, London Business School², University of Geneva³, Harvard University⁴

01 Jul 2009-Organization Science

TL;DR: An overview of the seven articles included in this special issue is provided and several avenues for future research are suggested.

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Abstract: Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

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1,946 citations

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References

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Book•

The Knowledge Creating Company

[...]

Ikujiro Nonaka

01 Jan 2008

TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.

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Abstract: Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.

...read moreread less

16,886 citations

Book•

Flow: The Psychology of Optimal Experience

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Mihaly Csikszentmihalyi

01 Jan 1990

12,284 citations

Book•

Organizations in Action

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James D. Thompson

01 Jan 1967

11,087 citations

"Time: A New Research Lens" refers background in this paper

...In this example the workflow is sequential (Thompson, 1967), and intermediary activities take place between changes in product development and changes in organizational effectiveness indicators....
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Book•

Competing for the Future

[...]

Gary Hamel, C. K. Prahalad

01 Jan 1994

TL;DR: In this article, the authors discuss how to get off the treadmill and how to learn to forget and how competition for the future is different from the traditional competition for industry foresight.

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Abstract: Preface to the Paperback Edition Preface and Acknowledgments 1. Getting Off the Treadmill 2. How Competition for the Future Is Different 3. Learning to Forget 4. Competing for Industry Foresight 5. Crafting Strategic Architecture 6. Strategy as Stretch 7. Strategy as Leverage 8. Competing to Shape the Future 9. Building Gateways to the Future 10. Embedding the Core Competence Perspective 11. Securing the Future 12. Thinking Differently Notes Bibliography Index About the Authors

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5,839 citations