Paper presented at 24th innovation and product development management conference, ipdmc 2017, reykjavik, iceland. N2 high tech organizations confront dual demands of exploring new productsprocesses and exploiting existing productsprocesses. Market orientation, ambidexterity and performance outcomes lutfihak alpkana, mehmet sanalb, yuksel aydenc, c a gebze institute of technology, kocaeli, 41400, turkey b,cfatih university, istanbul, 34500, turkey abstract this study aims to discuss the relation between market orientation and innovation strategies from an ambidexterity perspective. To date, scholars have researched the outcomes, antecedents, and moderators of oa as three major streams in conceptual and empirical studies on ambidexterity 34, 40. This website uses cookies to distinguish you from other users. A typology for aligning organizational ambidexteritys conceptualizations, antecedents, and outcomes article in journal of management studies 465 may 2009 with 2,183 reads how we measure reads. An empirical examination of organizational factors as antecedents of organizational ambidexterity sukru akdooan a. Apr 25, 2015 strategic marketing ambidexterity sma, the blend of a firms exploitation of existing competencies and exploration of future capabilities in strategic marketing activities, represents a dynamic capability that is vital in achieving superior performance. In this paper, we attempt to bring a sense of perspective to the field of ambidexterity by documenting its growth and usage in scholarly work. Contextual ambidexterity ambidexterity refers to the ability to use both hands with equal skill.
Adopting an organizational paradox mindset predicated on constant readjustment between the tensiongenerating extremes, necessitates a better understanding of the antecedents of the components of ambidexterity. Organizational ambidexterity and absorptive capacity. How managers explore and exploit 6 university of california, berkeley vol. One stream of recent studies states that the firms ability to. We then develop a parsimonious, yet coherent typology that delineates four archetypes of ambidexterity using two primary dimensions underlying previous conceptualizations of this construct. Jul 01, 2009 read a typology for aligning organizational ambidexteritys conceptualizations, antecedents, and outcomes, journal of management studies on deepdyve, the largest online rental service for scholarly research with thousands of academic publications available at your fingertips. A decentralized structure and a culture of excellence, recruitment and training are also important aspects of establishing an ambidextrous organization.
Raischetal organizationalambidexterity 688 organizationscience204,pp. Oct 04, 20 organizational ambidexterity refers to the ability of an organization to both explore and exploitto compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. This helps us to provide you with a good user experience and also allows us to improve our website. Antecedents and performance consequences dissertation of the university of st. Market orientation, ambidexterity and performance outcomes. We view ambidexterity as a paradox whereby its components, exploration and exploitation, generate persistent and con. Article information, pdf download for creating ambidexterity by. Ambidexterity is defined as an organizations ability to be aligned and efficient in its management of todays business demands while simultaneously being adaptive to changes in the environment raisch, irkinshaw, 2008, p.
Time has an important function in understanding organizational ambidexterity. Clarifying the distinctive contribution of ambidexterity to. How to put organizational ambidexterity into practice towards. Ambidexterity organizational ambidexterity antecedents. Tran department of business, accounting and economics albright college 1621 n. Edu current viability and, at the same time, devote enough energy to exploration to ensure its future viability. Creating ambidexterity by integrating and balancing structurally.
Nov 15, 2011 read internal and external antecedents of smes innovation ambidexterity outcomes, management decision on deepdyve, the largest online rental service for scholarly research with thousands of academic publications available at your fingertips. The outcomes of exploration and exploitation differ with regard to time march, 1991, and time can be a solution to balance both conflicting tasks. Gallen, graduate school of business administration, economics, law and social sciences hsg to obtain the title of doctor of philosophy in management submitted by christian a. Structural differentiation and corporate venturing. In the past 15 years there has been an explosion of interest and. Antecedents to ambidexterity competency in high technology. More research can help understand the specific team level characteristics that benefit exploration and exploitation types of activities. Many design characteristics of organizations never become stable, predictable, and controllable. Gibson university of california, irvine julian birkinshaw london business school we investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a businessunit level.
This research helps explaining the antecedents to ambidexterity competency in high tech organizations. Gallen, switzerland julian birkinshaw london business school, sussex place, regents park, london nw1 4sa, united kingdom. International journal of business and industrial marketing. Evolution of organizational ambidexterity research whereas duncan 1976 was the first to use the term organizational ambidexterity,it is. Internal and external antecedents of smes innovation. A longitudinal perspective on organizational ambidexterity. Seemingly random processes may be chaotic, and if they are random they may reflect different colors pink, brown, black, white noise. For my full article about organizational ambidexterity, representing a comprehensive compilation of analysis about this crucial issue, and my 17 burning research questions that need urgent answers, please see. Its growing appeal is a reflection of its versatility, but this versatility carries the risk of a lack of clarity in meaning and measurement. The substantive content of the article appears as originally published.
Organizational ambidexterity harvard business school. Asuman akdooan ayue congoz nevsehir university, turkey erciyes university, turkey abstract ambidexterity broadly refers to an organizations ability to pursue two disparate things at. Antecedents of ambidexterity and their relationship with. Organizational ambidexterity arises as an organizations ability to employ.
Disentangling the antecedents of ambidexterity exploration. Ambidexterity is beneficial to organizations in many aspects. Gibson and birkinshaw 2004 found that structural ambidexterity is. Authors, antecedent, consequent, moderator, mediator, antecedent. 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 and markets where flexibility, autonomy, and experimentation are needed. They indicate gaps within and across different research domains and point to important avenues for future research. Outcomes relate to the positive performance effects that oa entails, e.
T1 antecedents to ambidexterity competency in high technology organizations. Consequently, a variety of literatures has started to examine possible antecedents and organizational designs to overcome this problem. To help focus and align extant research, we next map these types onto the most salient theories, antecedents, and outcomes that are uniquely germane to each. A typology for aligning organizational ambidexteritys. The role of top management team behavioral integration and entrepreneurial orientation huy q.
Additionally, several antecedents, moderators and outcomes of organizational ambidexterity have been identified. The concept of organizational ambidexterity has been applied to a wide variety of phenomena in recent years. The hypotheses are then tested on an extensive body of data covering 4234 individuals in 41 business units across ten multinational firms. This article seeks to extend research on small to mediumsized enterprises smes and ambidexterity by investigating contingency factors that influence the relationship between contextual ambidexterity and sme performance. Antecedents, outcomes, and moderators sebastian raisch university of st. Abstract this study examined the relationship between ambidexterity and organizational. In the last sections of the paper we describe the findings from. How to achieve the ambidextrous organization the ability of a firm to exploit its current business while exploring new territory in terms of new technologies, markets, products or business models has long been recognized as a critical source. However, little is known about how such antecedents affect the shaping of innovation ambidexterity in small to mediumsized enterprises smes and how these innovations go on to shape firm performance. The results showed that risk preference has a moderating role in two phases. Antecedents of ambidexterity and their relationship with organizational resilience of telecommunication firms in port harcourt, rivers state.
Acknowledging the importance of internal knowledge flows in leveraging ambidexterity, it offers unique insights into how internal and external rivalry conditions influence. In addition to these, other studies of the antecedents of ambidexterity have shown that it. Gallen, switzerland julian birkinshaw london business school, sussex place, regents park, london nw1 4sa, united kingdom organizational ambidexterity, defined as an organization s ability to be aligned and efficient in its. Organizational ambidexterity refers to the ability of an organization to both explore and exploitto compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. Exploring the nomological net of trust in leadership.
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