The emergent-strategy process of initiating organizational ambidexterity

2019 ◽  
Vol 12 (3) ◽  
pp. 382-396 ◽  
Author(s):  
Sabyasachi Sinha
Keyword(s):  
Power Sharing ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Team Members ◽  
Emergent Strategy ◽  
Strategy Process ◽  
Multiple Case ◽  
Multiple Levels

Purpose Firm ambidexterity usually has been discussed as a top-down planned strategic choice. The purpose of this paper is to showcase it is not always so; it may also be emergent as well – but how? Design/methodology/approach The author used an in-depth, qualitative, multiple case research method for this study, and chose four cases from different industry domains for this study. Findings The author identified that being ambidextrous is not always planned – it may also be emergent. The emergent-strategy process of organizational ambidexterity gets initiated through ambidextrous orientation and abilities of the top management team (TMT), and their actions and behaviors influence the evolution of supporting context that promotes exploration and exploitation behavior of employees at multiple levels of hierarchy, and across different units and functions of the organization. Research limitations/implications This study contributes to the discussions in organizational ambidexterity, deliberate-emergent strategy debate and the role of TMTs in setting the strategic path of the organization. Practical implications Attaining and sustaining firm ambidexterity is a managerial challenge. This challenge is addressable, by having ambidextrous TMTs – team members with complementary competencies of exploration and exploitation, with proper coordination within team members, and relatively balanced power sharing among the team members. Such a team at the top of the organization and their signaling builds the context to support increased exploration and exploitation activities at multiple levels of the organization. Originality/value This study showcases the emergent process of firm ambidexterity. Very few studies so far have discussed this process of becoming ambidextrous.

scholarly journals Ambidexterity and organizational learning: revisiting and reconnecting the literatures

2019 ◽  
Vol 26 (4) ◽  
pp. 337-351 ◽  
Author(s):  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Absorptive Capacity ◽  
Empirical Data ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Seminal Paper ◽  
Content Type ◽  
New Model ◽  
Multiple Levels

PurposeThe purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and organizational learning, since James March published his seminal paper in 1991. The goal of the paper is to provide a synthesis of exploration and exploitation based on the two areas of literature.Design/methodology/approachThe study is conceptual and no empirical data have been used.FindingsThe study advances current understanding of exploration and exploitation by building a new model for organizational ambidexterity that takes into account multiple levels of learning, perspectives from absorptive capacity and inter-organizational learning.Originality/valueThe study’s novelty lies in the creation and discussion of a synthesis of exploration and exploitation stemming from organizational ambidexterity and organizational learning.

scholarly journals Examining desorptive capacity in supply chains: the role of organizational ambidexterity

2018 ◽  
Vol 38 (2) ◽  
pp. 534-553 ◽  
Author(s):  
María Isabel Roldán Bravo ◽  
Antonia Ruiz-Moreno ◽  
Francisco Javier Lloréns Montes
Keyword(s):  
Supply Chain ◽  
Hierarchical Regression ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Independent Effects ◽  
Moderating Role ◽  
Desorptive Capacity ◽  
Practical Implications

Purpose The purpose of this paper is to explain how a buying organization’s desorptive capacity relative to its supply network enhances the organization’s supply chain competence. The research also analyzes the contingent role of the balanced and combined dimensions of ambidexterity in this relationship. Design/methodology/approach Empirical results are obtained through analysis of survey data from a sample of 270 European firms. Hierarchical regression analysis is used to test the hypotheses. Findings The results confirm, first, the positive and significant relationship between the buying organization’s desorptive capacity and supply chain competence; and, second, the key moderating role of organizational ambidexterity, especially in its combined dimension, in this relationship. Practical implications The study suggests that desorptive capacity is key to the organization’s contribution to supply chain competitiveness. The authors also provide practitioners with better understanding of the extent to which they should attempt to balance exploration and exploitation or/and to maximize both simultaneously when seeking greater benefit from desorptive capacity. Originality/value This study extends desorptive capacity research to supply chain management. It responds to calls in the desorptive capacity literature for deeper understanding of the benefits of desorptive capacity and of the role organizational ambidexterity plays in the success of desorptive capacity. By analyzing the independent effects of the combined and balanced dimensions of ambidexterity, the authors advance conceptual and operational understanding of the role of ambidexterity needed in the literature.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

Overcoming counter-knowledge through telemedicine communication technologies

2017 ◽  
Vol 31 (7/8) ◽  
pp. 730-745 ◽  
Author(s):  
Jorge Cegarra-Sanchez ◽  
Juan-Gabriel Cegarra-Navarro ◽  
Anthony Wensley ◽  
Jose Diaz Manzano
Keyword(s):  
Learning Process ◽  
Design Methodology ◽  
Communication Technologies ◽  
Regional Hospital ◽  
Potential Contribution ◽  
Exploration And Exploitation ◽  
Negative Effects ◽  
Content Type

Purpose Knowledge acquired from sources of unverified information such as gossip, partial truths or lies, in this paper it is termed as “counter-knowledge.” The purpose of this paper is to explore this topic through an exploration of the links between a Hospital-in-the-Home Units (HHUs) learning process (LP), counter-knowledge, and the utilization of communication technologies. The following two questions are addressed: Does the reduction of counter-knowledge result in the utilization of communication technologies? Does the development of counter-knowledge hinder the LP? Design/methodology/approach This paper examines the relevance of communication technologies to the exploration and exploitation of knowledge for 252 patients of a (HHU) within a Spanish regional hospital. The data collected was analyzed using the PLS-Graph. Findings To HHU managers, this study offers a set of guidelines to assist in their gaining an understanding of the role of counter-knowledge in organizational LPs and the potential contribution of communication technologies. Our findings support the proposition that the negative effects of counter-knowledge can be mitigated by using communication technologies. Originality/value It is argued in this paper that counter-knowledge may play a variety of different roles in the implementation of LPs. Specifically, the assignment of communication technologies to homecare units has given them the means to filter counter-knowledge and prevent users from any possible problems caused by such counter-knowledge.

scholarly journals Zooming out: actor engagement beyond the dyadic

2018 ◽  
Vol 29 (3) ◽  
pp. 333-351 ◽  
Author(s):  
Matthew J. Alexander ◽  
Elina Jaakkola ◽  
Linda D. Hollebeek
Keyword(s):  
Structuration Theory ◽  
Multiple Roles ◽  
Content Type ◽  
Meta Level ◽  
Analytical Perspective ◽  
Conceptual Paper ◽  
Multiple Levels ◽  
Service Ecosystem ◽  
Organizational Mechanisms

Purpose The purpose of this paper is to broaden extant understanding of actor engagement behavior beyond its currently dominant dyadic (micro-level) focus, by examining it from multiple levels of aggregation within a service ecosystem framework. Design/methodology/approach This conceptual paper draws on service-dominant logic and structuration theory as theoretical lenses to inform engagement research. Findings By means of a stepwise exercise of “zooming out,” the paper introduces a multi-perspective (micro-, meso-, macro- and meta-level) view of actor engagement that develops understanding of multiple engagement contexts, and suggests that balancing multiple roles may result in actor disengagement behavior. The role of reference groups and role conflict associated with balancing multiple roles is critical to understanding why engaged actor proclivities may wax and wane between contexts. Research limitations/implications The paper offers a set of five propositions that can be utilized by engagement scholars undertaking further research in this area. Practical implications Firms need to understand the values and norms embedded in diverse engagement contexts which can affect actor groups’ needs and motivations. Firms should develop appropriate organizational mechanisms to facilitate (rather than impede or obstruct) the desired behaviors of engaged actors. Originality/value The broader context within which engaged actors operate, and its effects on engagement, has been largely overlooked to date. By broadening the analytical perspective on engagement beyond the dyadic this paper reveals previously unaddressed aspects of this phenomenon, such as the role of disengagement behavior, and the effects of multiple engagement contexts on actors’ future behaviors.

Let the buyer beware: how network structure can enable (and prevent) supply chain fraud

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Scott DuHadway ◽  
Carlos Mena ◽  
Lisa Marie Ellram
Keyword(s):  
Supply Chain ◽  
Network Structure ◽  
Structural Characteristics ◽  
Case Study Research ◽  
Structural Holes ◽  
Content Type ◽  
New Concepts ◽  
Bridge Collapse ◽  
Multiple Case

PurposeSupply chain fraud is a significant global concern for firms, consumers and governments. Evidence of major fraud events suggests the role of supply chain structures in enabling and facilitating fraud, as they often involve several parties in complicated networks designed to obfuscate the fraud. This paper identifies how the structural characteristics of supply chains can play an important role in enabling, facilitating and preventing fraud.Design/methodology/approachThe research follows a theory elaboration approach. The authors build on structural holes theory in conjunction with a multiple case study research design to identify new concepts and develop propositions regarding the role of network structure on supply chain fraud.FindingsThis research shows how structural holes in a supply chain can create advantages for unscrupulous firms, a role we call tertius fraudans, or the cheating third. This situation is exacerbated by structural ignorance, which refers to the lack of knowledge about structural connections in the network. Both structural holes and structural ignorance can create information gaps that facilitate fraud, and the authors propose solutions to detect and prevent this kind of fraud.Originality/valueThis paper extends structural holes theory into the domain of fraud. Novel concepts including tertius fraudans, structural ignorance and bridge collapse are offered, alongside a series of propositions that can help understand and manage structural supply chain fraud.

Persistent but adaptable – the path dependent development of German cost accounting

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juergen Weber ◽  
Leona Wiegmann
Keyword(s):  
Cost Accounting ◽  
Accounting Systems ◽  
Content Type ◽  
Dependent Development ◽  
Existing Structures ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Path Dependent ◽  
Over Time

Purpose This paper aims to investigate how and why German cost accounting prevails and develops in German multinational organisations despite the various indications in the literature that it will converge towards an anglophone system over time. To analyse this, the authors draw on the ideas of professional practices (Jarzabkowski et al., 2016) and their path dependency (Schreyögg and Sydow, 2011) as a method theory. Design/methodology/approach The authors deploy an exploratory method using multiple case studies to determine similarities and differences between organisations concerning how cost accounting practices developed over time. They conducted interviews with cost accountants, group controllers and managers of German multinational organisations as well as experts from higher education institutions and consultancies. Findings This paper shows the path-dependent development of German cost accounting. It identifies self-reinforcing learning and complementary effects that seem to make it inefficient for organisations to deviate from the learned path as well as economic and normative pressures that affect the design of cost accounting systems. Originality/value By considering German cost accounting a path-dependent professional practice, this paper illustrates how and why the core of German cost accounting prevails, although organisations make adjustments within the existing structures to respond to the pressures they face. This paper hereby highlights the role of cost accountants in defining (and consequently bringing about or preventing changes to) the design of cost accounting systems.

Reaching organizational ambidexterity in the merger process: a temporal switching

2019 ◽  
Vol 58 (5) ◽  
pp. 879-896
Author(s):  
Anne-Sophie Thelisson ◽  
Audrey Missonier ◽  
Gilles Guieu
Keyword(s):  
Participant Observation ◽  
Organizational Ambidexterity ◽  
Longitudinal Case Study ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Merger Process ◽  
Post Merger Integration ◽  
And Control ◽  
Merger Integration ◽  
Parent Companies

Purpose The purpose of this paper is to explore how a company reaches organizational ambidexterity during a merger process. Organizational ambidexterity refers to the proactive adaptations of an organization to simultaneously explore and exploit. Design/methodology/approach The paper presents a longitudinal case study of a public-private merger of two listed French companies. The data were collected from participant observation, interviews and archival documentation over two years. Findings The balance between autonomy and control by the parent companies evolves during the post-merger integration. The findings reveal that there was no concordance between the oscillations between autonomy and control on the part of the parent companies and the new organization’s exploration/exploitation strategies. However, the progressive evolution of control and autonomy from the parent companies engendered organizational ambidexterity during the third phase integration. Practical implications The study adds insight into how organizations can develop ways to manage organizational ambidexterity dynamics by employing temporal mechanisms, referring to an organization’s shifting sequentially between exploration and exploitation. The case highlights how temporal switching between exploration and exploitation occurs to ultimately enable ambidexterity. Originality/value Although organizational ambidexterity is recognized as a key element for post-merger integration, how it is achieved over the course of the merger process has received little attention. The study highlights that in the case of public-private mergers, the parent companies influence exploration and/or exploitation strategies. The paper adds insights on whether exploration and exploitation can be differentiated over time and whether exploration and exploitation can be reconciled at the same time.

Dynamic capabilities, innovation and branding capabilities and their impact on competitive advantage and SME's performance in Portugal: the moderating effects of entrepreneurial orientation

2020 ◽  
Vol 12 (3) ◽  
pp. 255-286
Author(s):  
Jorge Ferreira ◽  
Arnaldo Coelho
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Mediating Role ◽  
And Performance ◽  
Positive Direct ◽  
Moderating Role

Purpose The purpose of this paper is to understand the impact of dynamic capabilities (DC) (in the view of exploration and exploitation) on competitiveness and performance, considering the mediating role the innovation capability (IC) and branding capabilities (BC)on competitive advantage and firm’s performance and the moderating role of entrepreneurial orientation (EO). Design/methodology/approach This investigation proposes a theoretical model tested using structural equation modelling (SEM). Multi-group analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between DC and innovation variable. For this study, 387 valid questionnaires were collected from a sample of Portugal SME’ firms. A 90-item questionnaire which consists to study the relationships among all the variables. Findings The results show that exists a positive direct and indirect influence of DC on competitive advantage and performance variables and mediating impact the IC and BC. Research limitations/implications This study has some methodological limitations affecting its potential contributions. As a cross-sectional study that captures one image in time, its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Some variables, such as ICs, may play a different role in other countries. Future research should initially target different countries. Such research could then test the generalizability of the results. Practical implications This study has important implications for the managers. It highlights the necessity of firms to develop superior strategic orientation of all their members and to invest in better resources and consequently superior capabilities as a way of achieving high levels of firm performance. Another implication from the study is that the firms should develop their marketing programs by focusing on developing innovativeness. Originality/value This study contributes to the understanding of the indirect and direct impact of exploration and exploitation variables, and the mediating role of ICs and BC on the competitive advantage and performance and the moderating effect of EO.

Leadership in crisis situations: merging the interdisciplinary silos

2018 ◽  
Vol 31 (1) ◽  
pp. 110-128 ◽  
Author(s):  
Hugo Paquin ◽  
Ilana Bank ◽  
Meredith Young ◽  
Lily H.P. Nguyen ◽  
Rachel Fisher ◽  
...  
Keyword(s):  
Crisis Management ◽  
Pediatric Emergency ◽  
Leadership Roles ◽  
Structured Interviews ◽  
Content Type ◽  
Team Members ◽  
Relative Independence ◽  
The Relationship ◽  
Medical Simulation Training

Purpose Complex clinical situations, involving multiple medical specialists, create potential for tension or lack of clarity over leadership roles and may result in miscommunication, errors and poor patient outcomes. Even though copresence has been shown to overcome some differences among team members, the coordination literature provides little guidance on the relationship between coordination and leadership in highly specialized health settings. The purpose of this paper is to determine how different specialties involved in critical medical situations perceive the role of a leader and its contribution to effective crisis management, to better define leadership and improve interdisciplinary leadership and education. Design/methodology/approach A qualitative study was conducted featuring purposively sampled, semi-structured interviews with 27 physicians, from three different specialties involved in crisis resource management in pediatric centers across Canada: Pediatric Emergency Medicine, Otolaryngology and Anesthesia. A total of three researchers independently organized participant responses into categories. The categories were further refined into conceptual themes through iterative negotiation among the researchers. Findings Relatively “structured” (predictable) cases were amenable to concrete distributed leadership – the performance by micro-teams of specialized tasks with relative independence from each other. In contrast, relatively “unstructured” (unpredictable) cases required higher-level coordinative leadership – the overall management of the context and allocations of priorities by a designated individual. Originality/value Crisis medicine relies on designated leadership over highly differentiated personnel and unpredictable events. This challenges the notion of organic coordination and upholds the validity of a concept of leadership for crisis medicine that is not reducible to simple coordination. The intersection of predictability of cases with types of leadership can be incorporated into medical simulation training to develop non-technical skills crisis management and adaptive leaderships skills.

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