A joint analysis of determinants and performance consequences of ambidexterity
-
1
Universitat d'Alacant
info
ISSN: 2340-9444, 2340-9436
Année de publication: 2018
Volumen: 21
Número: 2
Pages: 84-98
Type: Article
D'autres publications dans: Business Research Quarterly
Résumé
This paper simultaneously analyzes antecedents and consequences of organizational ambidexterity. Regarding antecedents, the paper examines the influence of internal antecedents (organizational structure) and external antecedents (environmental dynamism). With regard to consequences, the paper analyzes the impact of ambidexterity on firm performance. Moreover, we use two different approaches to ambidexterity (structural and contextual perspectives). The findings show that a hybrid organizational structure, with organic (decentralization) and mechanistic characteristics (differentiation and formalization), and environmental dynamism, influence ambidexterity, and there is a positive impact of ambidexterity on firm performance.
Références bibliographiques
- Adler, P.S., Borys, B., Two types of bureaucracy: enabling and coercive. Adm. Sci. Q. 41 (1996), 61–89.
- Akan, O., Allen, R.S., Helms, M.M., Spralls, S.A. III, Critical tactics for implementing Porter's generic strategies. J. Bus. Strateg. 27 (2006), 43–53.
- Andriopoulos, C., Lewis, M.W., Exploitation–exploration tensions and organizational ambidexterity: managing paradoxes of innovation. Organ. Sci. 20 (2009), 696–717.
- Armstrong, J.S., Overton, T.S., Estimating nonresponse bias in mail surveys. J. Market. Res. 14 (1977), 396–402.
- Atuahene-Gima, K., Resolving the capability–rigidity paradox in new product innovation. J. Market. 69 (2005), 61–83.
- Aug, S., Menguc, B., Balancing exploration and exploitation: the moderating role of competitive intensity. J. Bus. Res. 58 (2005), 1652–1661.
- Barclay, D., Higgins, C., Thompson, R., The partial least squares (PLS) approach to causal modeling, personal computer adoption and use as an illustration. Technol. Stud. 2 (1995), 285–309.
- Benner, M.J., Tushman, M.L., Exploitation, exploration, and process management: the productivity dilemma revisited. Acad. Manage. Rev. 28 (2003), 238–256.
- Birkinshaw, J., Gupta, K., Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Acad. Manage. Perspect. 27 (2013), 287–298.
- Bock, G.W., Zmud, R.W., Kim, Y.G., Lee, J.N., Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quart. 29 (2005), 87–111.
- Bonesso, S., Gerli, F., Scapolan, A., The individual side of ambidexterity: do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?. Eur. Manage. J. 32 (2014), 392–405.
- Burgers, J.H., Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W., Structural differentiation and corporate venturing: the moderating role of formal and informal integration mechanisms. J. Bus. Ventur. 24 (2009), 206–220.
- Burns, T., Stalker, G.M., The Management of Innovations. 1961, Oxford University Press, Oxford.
- Burton, R.M., Obel, B., Strategic Organizational Diagnosis and Design. The Dynamics of Fit. 3rd ed., 2005, Springer, New York.
- Cao, Q., Gedajlovic, E., Zhang, H., Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects. Organ. Sci. 20 (2009), 781–796.
- Cao, Q., Simsek, Z., Zhang, H., Modelling the joint impact of the CEO and the TMT on organizational ambidexterity. J. Manage. Stud. 47 (2010), 1272–1296.
- Chin, W.W., Issues and opinion on structural equation modelling. MIS Quart. 22 (1998), vii–xvi.
- Chin, W.W., The partial least squares approach to structural equation modelling. Marcoulides, G.A., (eds.) Modern Methods for Business Research, 1998, Lawrence Erlbaum, New Jersey, 295–336.
- Chin, W.W., PLS-Graph User's Guide Version 3.0. 2001 Unpublished (http://www.pubinfo.vcu.edu/carma/Documents/OCT1405/PLSGRAPH3.0Manual.hubona.pdf).
- Chin, W.W., Gopal, A., Adoption intention in GSS: relative importance of beliefs. Data Base Adv. 26 (1995), 42–63.
- Chin, W.W., Marcolin, B.L., Newsted, P.R., A partial least squares latent variable modelling approach for measuring interaction effects: results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study. Inform. Syst. Res. 14 (2003), 189–217.
- Croteau, A.M., Bergeron, F., An information technology trilogy: business strategy, technological deployment and organizational performance. J. Strateg. Inform. Syst. 10 (2001), 77–99.
- Csaszar, F.A., An efficient frontier in organization design: organizational structure as a determinant of exploration and exploitation. Organ. Sci. 24 (2013), 1083–1101.
- Damanpour, F., Organizational innovation: a meta-analysis of effects of determinants and moderators. Acad. Manage. J. 34 (1991), 555–590.
- De Visser, M., de Weerd-Nederhof, P., Faems, D., Song, M., Van Looy, B., Visscher, K., Structural ambidexterity in NPD processes: a firm-level assessment of the impact of differentiated structures on innovation performance. Technovation 30 (2010), 291–299.
- Dess, G.G., Beard, D.W., Dimensions of organizational task environments. Adm. Sci. Q. 29 (1984), 52–73.
- Diamantopoulos, A., Winklhofer, H.M., Index construction with formative indicators: an alternative to scale development. J. Marketing Res. 38 (2001), 269–277.
- Diaz-Fernandez, M., Pasamar-Reyes, S., Valle-Cabrera, R., Human capital and human resource management to achieve ambidextrous learning: a structural perspective. Bus. Res. Quart. 20 (2017), 63–77.
- Dillman, D.A., Mail and Internet Surveys. The Tailored Design Method. 2nd ed., 2000, John Wiley, New York.
- Eisenhardt, K., Furr, N., Bingham, C., Microfoundations of performance: balancing efficiency and flexibility in dynamic environments. Organ. Sci. 21 (2010), 1263–1273.
- Filippini, R., Güttel, W.H., Nosella, A., Ambidexterity and the evolution of knowledge management initiatives. J. Bus. Res. 65 (2012), 317–324.
- Fornell, C., Larcker, D.F., Evaluating structural equation models with unobservable variables and measurement error. J. Market. Res. 18 (1981), 39–50.
- Fornell, C., Lorange, P., Roos, J., The cooperative venture formation process: a latent variable structural modelling approach. Manage. Sci. 36 (1990), 1246–1255.
- Foss, N.J., Lyngsie, J., Zahra, S.A., Organizational design correlates of entrepreneurship: the roles of decentralization and formalization for opportunity discovery and realization. Strateg. Organ. 13 (2015), 32–60.
- Fredrickson, J.W., The strategic decision process and organizational structure. Acad. Manage. Rev. 11 (1986), 280–297.
- Gibson, C.B., Birkinshaw, J., The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Manage. J. 47 (2004), 209–226.
- Gilbert, C.G., Unbundling the structure of inertia: resource versus routine rigidity. Acad. Manage. J. 48 (2005), 741–763.
- Goossen, M.C., Bazazzian, N., Consistently capricious: simultaneous and sequential exploration and exploitation. Paper presented at the Annual Meeting of the DRUID Academy, 2012.
- Govindarajan, V., A contingency approach to strategy implementation at the business-unit level: integrating administrative mechanisms with strategy. Acad. Manage. J. 31 (1988), 828–853.
- Gupta, A.K., Smith, K.G., Shalley, C.E., The interplay between exploration and exploitation. Acad. Manage. J. 49 (2006), 693–706.
- Hage, J., Aiken, M., Relationship of centralization to other structural properties. Adm. Sci. Q. 12 (1967), 72–92.
- Harrison, D.A., Mclaughlin, M.E., Coalter, T.M., Context, cognition, and common method variance: psychometric and verbal protocol evidence. Organ. Behav. Hum. Decis. Process. 68 (1996), 246–261.
- He, Z.L., Wong, P.K., Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organ. Sci. 15 (2004), 481–494.
- Hempel, P.S., Zhang, Z.X., Han, Y., Team empowerment and the organizational context: decentralization and the contrasting effects of formalization. J. Manage. 38 (2012), 475–501.
- Herhausen, D., Unfolding the ambidextrous effects of proactive and responsive market orientation. J. Bus. Res. 69 (2016), 2585–2593.
- Hill, S.A., Birkinshaw, J., Ambidexterity and survival in corporate venture units. J. Manage. 40 (2014), 1899–1931.
- Hughes, M., Martin, S.L., Morgan, R.E., Robson, M.J., Realizing product-market advantage in high-technology international new ventures: the mediating role of ambidextrous innovation. J. Int. Market. 18 (2010), 1–21.
- Jansen, J.J.P., George, G., Van den Bosch, F.A.J., Volberda, H.W., Senior team attributes and organizational ambidexterity: the moderating role of transformational leadership. J. Manage. Stud. 45 (2008), 982–1007.
- Jansen, J.J.P., Simsek, Z., Cao, Q., Ambidexterity and performance in multiunit contexts: cross-level moderating effects of structural and resource attributes. Strateg. Manage. J. 33 (2012), 1286–1303.
- Jansen, J.J.P., Tempelaar, M.P., Van den Bosch, F.A.J., Volberda, H.W., Structural differentiation and ambidexterity: the mediating role of integration mechanisms. Organ. Sci. 20 (2009), 797–811.
- Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W., Exploratory innovation, exploitative innovation, and ambidexterity: the impact of environmental and organizational antecedents. Schmalenbach Bus. Rev. 57 (2005), 351–363.
- Jansen, J.J.P., Van den Bosch, F.A.J., Volberda, H.W., Exploration innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Manage. Sci. 52 (2006), 1661–1674.
- Johari, J., Yahya, K.K., Linking organizational structure, job characteristics, and job performance constructs: a proposed framework. Int. J. Bus. Manage. 4 (2009), 145–152.
- Junni, P., Sarala, R., Taras, V., Tarba, S., Organizational ambidexterity and performance: a meta-analysis. Acad. Manage. Perspect. 27 (2013), 299–312.
- Junni, P., Sarala, R., Tarba, S., Liu, Y., Cooper, C., Guest editors’ introduction: the role of human resources and organizational factors in ambidexterity. Hum. Resour. Manage. 54:S1 (2015), S1–S28.
- Katila, R., Ahuja, G., Something old, something new: a longitudinal study of search behaviour and new product introduction. Acad. Manage. J. 45 (2002), 1183–1194.
- Keller, T., Weibler, J., What it takes and costs to be an ambidextrous manager: linking leadership and cognitive strain to balancing exploration and exploitation. J. Leader. Organ. Stud. 22 (2015), 54–71.
- Khandwalla, P.N., The Design of Organizations. 1977, Harcourt Brace Jovanovich, New York.
- Kim, T., Rhee, M., Exploration and exploitation: internal variety and environmental dynamism. Strateg. Organ. 7 (2009), 11–41.
- Laureiro-Martínez, D., Brusoni, S., Canessa, N., Zollo, M., Understanding the exploration–exploitation dilemma: an fMRI study of attention control and decision-making performance. Strateg. Manage. J. 36 (2015), 319–338.
- Lawrence, P.R., Lorsch, J.W., Differentiation and integration in complex organizations. Adm. Sci. Q. 12 (1967), 1–47.
- Lee, H., Choi, B., Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination. J. Manage. Inform. Syst. 20 (2003), 179–228.
- Lee, J., Miller, D., Strategy, environment and performance in two technological contexts: contingency theory in Korea. Organ. Stud. 17 (1996), 729–750.
- Lee, K., Woo, H.G., Joshi, K., Pro-innovation culture, ambidexterity and new product development performance: polynomial regression and response surface analysis. Eur. Manage. J. 35 (2017), 249–260.
- Leonard-Barton, D., Core capabilities and core rigidities: a paradox in managing new product development. Strateg. Manage. J. 13 (1992), 111–125.
- Levinthal, D.A., March, J.G., The myopia of learning. Strateg. Manage. J. 14 (1993), 95–112.
- Liao, Y.S., The effects of knowledge management strategy and organization structure on innovation. Int. J. Manage. 24 (2007), 53–60.
- Lubatkin, M.H., Simsek, Z., Ling, Y., Veiga, J.F., Ambidexterity and performance in small- to medium sized firms: the pivotal role of top management team behavioural integration. J. Manage. 32 (2006), 646–672.
- Lukas, B.A., Tan, J.J., Hult, G.T.M., Strategic fit in transitional economies: the case of China's electronics industry. J. Manage. 27 (2001), 409–429.
- March, J.G., Exploration and exploitation in organizational learning. Organ. Sci. 2 (1991), 71–87.
- March, J.G., Simon, H.A., Organizations. 1958, John Wiley, New York.
- Mason, C., Perreault, W.D. Jr., Collinearity, power, and interpretation of multiple regression analysis. J. Market. Res. 28 (1991), 268–280.
- Mihalache, O.R., Jansen, J.J.P., Van den Bosch, F.A., Volberda, H.W., Top management team shared leadership and organizational ambidexterity: a moderated mediation framework. Strateg. Entrepreneurship J. 8 (2014), 128–148.
- Miller, D., Environmental fit versus internal fit. Organ. Sci. 3 (1992), 159–178.
- Miller, D., Dröge, C., Psychological and traditional determinants of structure. Adm. Sci. Q. 31 (1986), 539–560.
- Mom, T.J.M., Van den Bosch, F.A.J., Volberda, H.W., Understanding variation in managers’ ambidexterity: investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ. Sci. 20 (2009), 812–828.
- Nonaka, I., Toyama, R., Konno, N., SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long Range Plann. 33 (2000), 5–34.
- Nosella, A., Cantarello, S., Filippini, R., The intellectual structure of organizational ambidexterity: a bibliographic investigation into the state of the art. Strateg. Organ. 10 (2012), 450–465.
- Nunnally, J.C., Psychometric Theory. 1978, McGraw-Hill, New York.
- O'Reilly, C., Tushman, M., Ambidexterity as a dynamic capability: resolving the innovator's dilemma. Res. Organ. Behav. 28 (2008), 185–206.
- O'Reilly, C., Tushman, M., Organizational ambidexterity in action: how managers explore and exploit. Calif. Manage. Rev. 53 (2011), 5–22.
- O'Reilly, C., Tushman, M., Organizational ambidexterity: past, present and future. Acad. Manage. Perspect. 27 (2013), 324–338.
- Pelham, A.M., Wilson, D.T., A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. J. Acad. Market. Sci. 24 (1996), 27–43.
- Pertusa-Ortega, E.M., Zaragoza-Sáez, P., Claver-Cortés, E., Can formalization, complexity, and centralization influence knowledge performance?. J. Bus. Res. 63 (2010), 310–320.
- Podsakoff, N.P., Shen, W., Podsakoff, P.M., The role of formative measurement models in strategic management research: review, critique, and implications for future research. Res. Methodol. Strateg. Manage. 3 (2006), 197–252.
- Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., Podsakoff, N.P., Common method biases in behavioral research: a critical review of the literature and recommended remedies. J. Appl. Psychol. 88 (2003), 879–903.
- Powell, T.C., Organizational alignment as competitive advantage. Strateg. Manage. J. 13 (1992), 119–134.
- Powell, T.C., Dent-Micallef, A., Information technology as competitive advantage: the role of human, business, and technology resources. Strateg. Manage. J. 18 (1997), 375–405.
- Raisch, S., Birkinshaw, J., Organizational ambidexterity: antecedents, outcomes, and moderators. J. Manage. 34 (2008), 375–409.
- Sheremata, W.A., Centrifugal and centripetal forces in radical new product development under time pressure. Acad. Manage. Rev. 25 (2000), 389–408.
- Sidhu, J.S., Volberda, H.W., Commandeur, H.R., Exploring exploration orientation and its determinants: some empirical evidence. J. Manage. Stud. 41 (2004), 913–932.
- Simsek, Z., Organizational ambidexterity: towards a multilevel understanding. J. Manage. Stud. 46 (2009), 597–624.
- Simsek, Z., Heavey, C., Veiga, J.F., Souder, D., A typology for aligning organizational ambdexterity's conceptualizations, antecedents, and outcomes. J. Manage. Stud. 46 (2009), 864–894.
- Sinden, J.E., Hoy, W.K., Sweetland, S.R., An analysis of enabling school structure. Theoretical, empirical, and research considerations. J. Educ. Admin. 42 (2004), 462–478.
- Spanos, Y.E., Lioukas, S., An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource-based perspective. Strateg. Manage. J. 22 (2001), 907–934.
- Stettner, U., Lavie, D., Ambidexterity under scrutiny: exploration and exploitation via internal organization, alliances, and acquisitions. Strateg. Manage. J. 35 (2014), 1903–1929.
- Tushman, M.L., O'Reilly, C., Ambidextrous organizations: managing evolutionary and revolutionary change. Calif. Manage. Rev. 38 (1996), 8–30.
- Van Looy, B., Martens, T., Debackere, K., Organizing for continuous innovation: on the sustainability of ambidextrous organizations. Creat. Innov. Manage. 14 (2005), 208–221.
- Venkatraman, N., Lee, C.H., Iyer, B., Strategic ambidexterity and sales growth: a longitudinal test in the software sector. 2007 Unpublished manuscript (earlier version presented at the Academy of Management Meetings, 2005).
- Venkatraman, N., Ramanujam, V., Measurement of business performance in strategy research: a comparison of approaches. Acad. Manage. Rev. 11 (1986), 801–814.
- Vlaar, P.W.L., Van den Bosch, F.A.J., Volberda, H.W., Coping with problems of understanding in interorganizational relationships: using formalization as a means to make sense. Organ. Stud. 27 (2006), 1617–1638.
- Volberda, H.W., Lewin, A.Y., Co-evolutionary dynamics within and between firms: from evolution to co-evolution. J. Manage. Stud. 40 (2003), 2111–2136.
- Von Krogh, G., Care in knowledge creation. Calif. Manage. Rev. 40 (1998), 133–153.
- Wei, Z., Yi, Y., Guo, H., Organizational learning ambidexterity, strategic flexibility, and new product development. J. Prod. Innov. Manage. 31 (2014), 832–847.
- Wei, Z., Yi, Y., Yuan, C., Bottom-up learning, organizational formalization, and ambidextrous innovation. J. Organ. Change Manage. 24 (2011), 314–329.
- White, J.C., Conant, J.S., Echambadi, R., Marketing strategy development styles, implementation capability, and firm performance: investigating the curvilinear impact of multiple strategy-making styles. Market. Lett. 14 (2003), 111–124.
- Wouters, M., Wilderom, C., Developing performance-measurement systems as enabling formalization: a longitudinal field study of a logistics department. Account. Organ. Soc. 33 (2008), 488–516.
- Wu, Y., Wu, S., Managing ambidexterity in creative industries: a survey. J. Bus. Res. 69 (2016), 2388–2396.
- Zhang, H., Wu, F., Cui, A.S., Balancing market exploration and market exploitation in product innovation: a contingency perspective. Int. J. Res. Market. 32 (2015), 297–308.
- Zott, C., Amit, R., The fit between product market strategy and business model: implications for firm performance. Strateg. Manage. J. 29 (2008), 1–26.