scholarly journals AMBIDEKSTERITAS ORGANISASIONAL: ISU RISET DAN ANTESEDEN

2016 ◽  
Vol 1 (2) ◽  
pp. 94
Author(s):  
Vitradesie Noekent
Keyword(s):  
Organizational Behavior ◽  
Organizational Structure ◽  
Organizational Context ◽  
Organizational Ambidexterity ◽  
Structural Dimension ◽  
Exploration And Exploitation ◽  
Organizational Outcome

There are two main issues in organizational ambidexterity.  Firstly, structure-based organizational ambidexterity argued that the tension between exploration and exploitation can reconcile by creating the separated organizational structure for different activity.  Secondly, contextual-based organizational ambidexterity stressed the influence of organizational context to create behavior for balancing exploration and exploitation activities.  This article argue that he structural dimension and organizational behavior will produce micro foundation which is the interaction between both dimension will produce exploration and exploitation processes as organizational outcome.

scholarly journals Organizational ambidexterity as a new research paradigm in strategic management

2016 ◽  
pp. 39-52
Author(s):  
Dávid Taródy
Keyword(s):  
Multinational Enterprises ◽  
Organizational Context ◽  
Growth Stages ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Term Survival ◽  
Survival And Growth ◽  
New Research

Long-term survival and growth depends on the firm’s ability to exploit its current competencies while exploring fundamentally new ones. Finding the balance between exploration and exploitation is called ambidexterity in the literature. This paper is a comprehensive review of organizational ambidexterity theory. Creating and maintaining the capacity to simultaneously pursue these contradictory activities is an extremely difficult managerial challenge. Although, several aspects are well-researched, especially structural and leadership solutions in large, multinational enterprises, but little is known about: (1) how ambidexterity forms in earlier growth stages? (2) What are the key drivers and elements of organizational context that makes organizations able to become ambidextrous? (3) What is the role of different managerial levels in this formation process? Reviewing the literature, in this article the author would like to introduce the paradox of exploration and exploitation, the tensions and different aspects of ambidexterity, the fields current stage and some important research gaps.

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 Determinants of Individual Knowledge Innovation Behavior

2021 ◽  
Vol 33 (6) ◽  
pp. 1-24
Author(s):  
Sihua Chen ◽  
Hua Xiao ◽  
Wei He ◽  
Jian Mou ◽  
Mikko Siponen ◽  
...  
Keyword(s):  
Organizational Behavior ◽  
Positive Emotion ◽  
Organizational Context ◽  
Negative Emotion ◽  
Knowledge Innovation ◽  
Event Theory ◽  
Individual Knowledge ◽  
The Impact ◽  
The Relationship ◽  
Team Trust

With the upsurge of "emotional storm" in the field of organizational behavior, the studies on individual emotions in organizational context are rising. Especially the relationship between emotions and knowledge innovation has attracted much attention by scholars. In particular, individual emotions may exert great effect on knowledge innovation whereas the mechanism is still unclear. Based on the emotional event theory, this paper constructs a model which explores the interaction of positive and negative emotions with individual knowledge innovation. Based on questionnaire data analysis, the results show that knowledge sharing partly mediate the relationship between positive emotion and knowledge innovation as well as the relationship between negative emotion and knowledge innovation; team trust accentuates the relationship between positive emotion and knowledge innovation as well as the relationship between negative emotion and knowledge innovation. The above findings are helpful to clarify the impact mechanism of emotions on knowledge innovation.

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.

Putting People Down and Pushing Them Out: Sexual Harassment in the Workplace

2020 ◽  
Vol 8 (1) ◽  
Author(s):  
Lilia M. Cortina ◽  
Maira A. Areguin
Keyword(s):  
Sexual Harassment ◽  
Organizational Behavior ◽  
Organizational Context ◽  
Sexual Problem ◽  
Annual Review ◽  
Publication Date ◽  
Work Organizations ◽  
The Social ◽  
Social Organizational ◽  
Common Manifestation

Sexual harassment was once conceptualized solely as a sexual problem: coercive sexual advances that spring from natural feelings of sexual desire or romance. Research has since shown that by far the most common manifestation of sexual harassment is gender harassment, which has contempt at its core; this conduct aims to put people down and push them out, not pull them into sexual activity. With findings such as these, we have made many strides in the scientific study of sexual harassment. That body of scholarship is the focus of this article, which is organized around the following questions: What is sexual harassment, both behaviorally and legally? How common is this conduct in work organizations, and what are its consequences? What features of the social/organizational context raise the risk for sexual harassment? What are some promising (and not-so-promising) solutions to this pervasive problem? And finally, what are important directions for this area of research moving forward? Expected final online publication date for the Annual Review of Organizational Pscyhology and Organizational Behavior, Volume 8 is January 21, 2021. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

Organizational Ambidexterity: Exploration and Exploitation

2019 ◽  
Vol 16 (05) ◽  
pp. 1950033
Author(s):  
Olga-Velez Bernal ◽  
Iván-Darío Toro-Jaramilo
Keyword(s):  
Systematic Review ◽  
Daily Activities ◽  
Organizational Ambidexterity ◽  
Review Of Literature ◽  
Exploration And Exploitation ◽  
Scientific Database

Systematic Review of Literature is done by this research with the purpose that it could be possible to analyze the existent interaction between exploration and exploitation that leads organizations to become ambidextrous ones. That is to say, that they have the faculty to look for opportunities at the same time they work to obtain a good performance in their daily activities. The methodology was based on a documentary review, through a chronological reading. The investigation was made using articles that deal with the issue of ambidextrous organizations, based on the Scopus scientific database, published between 2006 and 2016.

scholarly journals Organizational Ambidexterity, Exploration, Exploitation and Firms Innovation Performance

Organizacija ◽  
2015 ◽  
Vol 48 (2) ◽  
pp. 112-119 ◽  
Author(s):  
Mladenka Popadić ◽  
Matej Černe ◽  
Ines Milohnić
Keyword(s):  
Innovation Performance ◽  
Organizational Level ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Community Innovation Survey ◽  
Trade Offs ◽  
Single Construct ◽  
Independent Effects ◽  
Exploration Exploitation ◽  
The Relationship

Abstract Background and Purpose: The construct of organizational ambidexterity (OA) has attracted the growing attention in management research. Previous empirical research has investigated the effect of organisational ambidexterity on performance from various perspectives. This study aims to resolve the contradictory previous research findings on the relationship between organisational ambidexterity and innovation performance. We unpack this construct with combined dimension of ambidexterity, which relates to a combination of high levels of both exploration and exploitation (introduction of products or services that were new to the market and new to the firm). Methodology: We frame our ambidexterity hypothesis in terms of firm’s innovation orientation. The hypothesis is tested by using Community Innovation Survey (CIS) 2006 micro data at the organizational level in twelve countries. To operationalize an ambidexterity and firms innovation outcome, we used self-reported measures of innovativeness. Results: To test our hypothesis, we developed a set of models and tested them with multiple hierarchical linear regression analyses. The results indicate that exploration and exploitation are positively related to firm’s innovation performances which supports our assumption that both are complementary. Furthermore, we find that above and over their independent effects, through combining them into a single construct of organizational ambidexterity, this variable remains negatively and significantly related to innovation performance. Conclusion: These results provides the managers with an idea of when managing trade-offs between exploration and exploitation would be more favorable versus detrimental. For firms with lower organizational ambidexterity, the relationship between exploration-exploitation and the firm’s innovation performance is a more positive one.

scholarly journals Leaders’ ambidexterity traits

2019 ◽  
Author(s):  
Montserrat Boronat-Navarro ◽  
Alexandra García-Joerger
Keyword(s):  
Risk Taking ◽  
Current Knowledge ◽  
Present Knowledge ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Top Managers ◽  
Trade Offs ◽  
Sustained Performance ◽  
Balance Trade ◽  
Organizational Innovations

The ability of companies to develop simultaneously innovations that exploit their   current knowledge, while exploring new opportunities that go beyond their present knowledge is recognized as organizational ambidexterity and essential in the achievement of sustained performance above the average of the industry. The concept of ambidexterity, includes exploration and exploitation. Exploration requires search, discovery, experimentation, risk-taking and innovation, while exploitation consists of behavioral patterns characterized by refinement, implementation, efficiency, production and selection. Top managers are crucial to balance trade-offs among these competing objectives regarding exploration and exploitation and to reduce the organization’s tendency to focus only in one of them. Top managers act as a leaders in the process of exploiting existing competencies while also exploring new opportunities. In this study we are going to review the literature to extract the characteristics of ambidextrous leaders capable to cope with these tensions, in order to achieve organizational innovations.

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