scholarly journals How do IT outsourcing vendors develop capabilities? An organizational ambidexterity perspective on a multi-case study

2020 ◽  
Vol 35 (1) ◽  
pp. 49-65
Author(s):  
Wenyu (Derek) Du ◽  
Shan L. Pan ◽  
Junjie Wu
Keyword(s):  
Value Chain ◽  
It Outsourcing ◽  
Organizational Ambidexterity ◽  
Important Research ◽  
Capability Development ◽  
Exploration And Exploitation ◽  
Research Attention ◽  
Research Stream ◽  
Structural Arrangements

Vendor capabilities are an important research stream in the IT outsourcing literature. The extant studies have generated rich findings on how vendors develop capabilities, but these findings have mainly been based on the condition of vendors improving their existing business. How vendors develop capabilities to move up the value chain has received little prior research attention. A key challenge for vendors in moving up the value chain is the development of new capabilities while maintaining the existing ones. This challenge is consistent with achieving exploration and exploitation in organizational ambidexterity. Hence, we adopt organizational ambidexterity as our theoretical lens. By conducting a case study on four IT outsourcing vendors in China, we identify four classifications for achieving ambidexterity in capability development and the context for each classification. These classifications are based on combinations of different structural arrangements and processes for achieving ambidexterity. Our study contributes to the research on IT outsourcing vendor capabilities by improving our understanding of capability development in vendors moving up the value chain. It also contributes to the organizational ambidexterity literature by identifying the factors that influence the choices of different structural arrangements and processes.

Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

2019 ◽  
Vol 25 (1) ◽  
pp. 101-114
Author(s):  
Aruana Rosa Souza-Luz ◽  
Iuri Gavronski
Keyword(s):  
Supply Chain ◽  
Personnel Selection ◽  
Structural Changes ◽  
Participant Observation ◽  
Network Connectivity ◽  
Ethnographic Research ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type

Purpose Conventional wisdom posits that firms in slow clockspeed industries usually favor exploitation over exploration, prioritizing the need to increase efficiency, reduce costs and invest in process improvements. However, what happens when such firms face structural changes in the long run? The authors claim that even firms in slow clockspeed industries should be ambidextrous, that is, they should develop both exploration and exploitation capabilities. Supply chain (SC) managers are key players in enabling organizational ambidexterity. This paper aims to identify the abilities that characterize the ambidextrous SC managers. Design/methodology/approach The authors collected data from an in-depth case study through ethnographic research, non-participant observation and interviews with SC managers at a Brazilian chemical firm embedded in a slow clockspeed network of clients. These longitudinal data were used to demonstrate the process of implementing new projects in an SC department. Findings The authors propose a set of key abilities that enable ambidexterity in SC managers for them to contribute effectively to the SC exploration and exploitation practices: a holistic yet focused view; prior experience in multiple functional areas; technical knowledge; openness towards network connectivity; openness to sharing ideas with other managers; empathy; and entrepreneurial capabilities. Research limitations/implications This paper contributes to the SCM ambidexterity literature by bringing to light the abilities of successful ambidextrous SC managers. The seven abilities identified are discussed. The authors formulate theoretical propositions on how these abilities enable SC managers’ ambidexterity. Practical implications This study provides SC managers with the knowledge of a set of individual abilities they should develop among their SC personnel to offer a more suitable environment in their departments for ambidexterity to take place. In addition, these abilities can be used as screening criteria in personnel selection processes to increase the proportion of ambidextrous employees within the firm. The identified characteristics could also be used as recruitment criteria for managerial positions in SCM. Originality/value This research advances SC literature by studying SC managers through the lens of the organizational ambidexterity literature. Using a combination of case study, non-participant observation and ethnographic research, the authors derive a set of propositions for the characteristics of ambidextrous SC managers.

Miles and Snow’s strategic typology redux through the lens of ambidexterity

2019 ◽  
Vol 27 (4) ◽  
pp. 925-946
Author(s):  
Marc Sollosy ◽  
Rebecca M. Guidice ◽  
K. Praveen Parboteeah
Keyword(s):  
Incremental Innovation ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Research Attention ◽  
Content Type ◽  
Miles And Snow Typology ◽  
Management Concepts ◽  
The Us ◽  
Miles And Snow ◽  
Administrative Problem

Purpose The purpose of this paper is to link firms’ strategic archetypes as formulated by Miles and Snow (1978) to the more recent literature on organizational ambidexterity. Examining these obvious linkages, the paper also addresses how these firms address their entrepreneurial, engineering and administrative problem domains in relationship with the firm’s strategic archetype. Design/methodology/approach Data were collected from 503 firms across the US. Measures previously validated were used to collect information related to the strategic archetype as well as the three problem domains. Multiple discriminant and regression analyses were used to test the hypotheses. Findings Most of the hypotheses relating the entrepreneurial (exploration and exploitation), engineering (radical and incremental innovation) and administrative problem (adaptation and alignment) to the four strategic archetypes (defender, prospector, analyzer and reactor) were supported. Additionally, the authors found that the firms that had the closest alignment along the three problem domains outperformed the other firms. Originality/value Although the Miles and Snow typology has received considerable research attention, the obvious links with more contemporary research on organizational ambidexterity has been neglected. Through this integration, with more recent key strategic management concepts, this paper shows the utility and current relevance of the Miles and Snow archetypes.

Motivating Growth in Low-tech Manufacturing Industries

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Naomi HERTZ
Keyword(s):  
Value Chain ◽  
Field Research ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Plants ◽  
Footwear Industry ◽  
Technological Platform ◽  
Qualitative Methodologies ◽  
Developed World ◽  
Depth Interviews

Intensive manual labor enterprises in the developed world face challenges competing with products imported from countries where manufacturing costs are low. This reduces the volume of domestic production and leads to rapid loss of knowledge and experience in production processes. This study focuses on the Israeli footwear industry as a case study. Qualitative methodologies were applied, including in-depth interviews and field observations. A literature review on previous research, and contemporary trends was conducted. The field research examines challenges along the value chain in small factories. It finds that mass production paradigms impose a decentralized process between designers and manufacturers and therefore do not leverage local potential into a sustainable competitive advantage for small factories. The proposed solution is a digital and technological platform for small manufacturing plants. The platform mediates and designs the connections between production, technology, and design and enables the creation of a joint R&D system.

scholarly journals The Unexplored Socio-Cultural Benefits of Coffee Plants: Implications for the Sustainable Management of Ethiopia’s Coffee Forests

2021 ◽  
Vol 13 (7) ◽  
pp. 3912
Author(s):  
Bikila Jabessa Bulitta ◽  
Lalisa A. Duguma
Keyword(s):  
Value Chain ◽  
Natural Habitat ◽  
Ethnographic Study ◽  
Gene Pools ◽  
Group Discussions ◽  
Cultural Services ◽  
Study Approach ◽  
Jimma Zone ◽  
Food And Drink

Coffee is among the most popular commodity crops around the globe and supports the livelihoods of millions of households along its value chain. Historically, the broader understanding of the roles of coffee has been limited to its commercial value, which largely is derived from coffee, the drink. This study, using in-depth interviews and focus group discussions, explores some of the unrevealed socio-cultural services of coffee of which many people are not aware. The study was conducted in Gomma district, Jimma Zone, Oromia National Regional state, Ethiopia, where arabica coffee was first discovered in its natural habitat. Relying on a case study approach, our study uses ethnographic study methods whereby results are presented from the communities’ perspectives and the subsequent discussions with the communities on how the community perspectives could help to better manage coffee ecosystems. Coffee’s utilities and symbolic functions are numerous—food and drink, commodity crop, religious object, communication medium, heritage and inheritance. Most of the socio-cultural services are not widely known, and hence are not part of the benefits accounting of coffee systems. Understanding and including such socio-cultural benefits into the wider benefits of coffee systems could help in promoting improved management of the Ethiopian coffee forests that are the natural gene pools of this highly valuable crop.

A Kind of Change Management Method for Global Value Chain Optimization and Its Case Study

2021 ◽  
pp. 1-15
Author(s):  
Guangyu Xiong ◽  
Huaiyu Wu ◽  
Petri Helo ◽  
Xiuqin Shang ◽  
Gang Xiong ◽  
...  
Keyword(s):  
Change Management ◽  
Value Chain ◽  
Global Value Chain ◽  
Management Method

Strengthening Agriculture Value Chain through Collectives: Comparative Case Analysis

2021 ◽  
pp. 097300522199143
Author(s):  
Sneha Kumari ◽  
Nisha Bharti ◽  
K. K. Tripathy
Keyword(s):  
Value Chain ◽  
Action Theory ◽  
Secondary Data ◽  
Comparative Case Study ◽  
Collective Actions ◽  
Case Study Approach ◽  
Study Approach ◽  
The Board Of Directors ◽  
Market Linkage

Indian agriculture has always been less profitable. Several factors contribute to the low profitability in agriculture, but less value addition, weak value chain system and weak market linkage are some of the most important factors. Producer companies are helping small farmers to emerge in the market. The farmer producer organisations (FPOs) linked with the producer companies are the best example of collective actions. The collective actions for the agriculture value chain (AVC) have resulted in a decrease in the cost and an increase in revenue. FPO and producer company find a good place in the underpinning theory of collective action theory. This study examines various successful examples of strengthening AVC through cooperatives and tried to identify various factors responsible for the success of these collectives. This study has adopted a case study approach. Three successful cases, that is, Vasundhara Agriculture Horticulture Producer Company Ltd: a multi-state FPO, Abhinav Farms Club and Sahyadri Farmer Producer Company have been selected for the case study based on their successful interventions for strengthening the agriculture value chain. Primary and secondary data has been collected through telephonic interviews from the board of directors, chairman and the members of the FPO. Both primary and secondary data have been collected to compare the three cases for AVC models. The data has been analysed using a comparative case study approach. The parameters of AVC have been identified using the Delphi technique. The study has found that collective actions have helped the farmers to strengthen the agriculture value chain. The study also concluded that leadership played an important role in defining the success of the FPOs. The study brings out future directions to excel in AVC through collectives.

scholarly journals Blending in: A Case Study of Transitional Ambidexterity in the Financial Sector

2021 ◽  
Vol 13 (4) ◽  
pp. 1690
Author(s):  
Beniamino Callegari ◽  
Ranvir S. Rai
Keyword(s):  
Financial Sector ◽  
Economic Sustainability ◽  
Organizational Ambidexterity ◽  
Management Literature ◽  
Innovative Capabilities ◽  
Financial Firm ◽  
The Relationship

Organizational ambidexterity is widely recognized as necessary for the economic sustainability of firms operating in the financial sector. While the management literature has recognized several forms of ambidexterity, the relationship between them and their relative merits remain unclear. By studying a process of implementation of ambidextrous capabilities within a large Scandinavian financial firm, we explore the role of top-down reforms and bottom-up reactions in determining the development of sector-specific innovative capabilities. We find that blended ambidexterity follows naturally from the attempt to correct the tensions arising from harmonic ambidextrous blueprints. The resulting blended practice appears to be closely related to the reciprocal model of ambidexterity, which appears to be a necessity rather than a choice, for large firms attempting to develop innovative capabilities. Consequently, we suggest to re-interpret current taxonomies of ambidexterity not as alternative blueprints, but rather as stages in a long-term process of transition.

Sign in / Sign up

Export Citation Format

Share Document