scholarly journals Exploration and Exploitation in Latin American Firms: The Determinants of Organizational Ambidexterity and The Country Effect

2019 ◽  
Vol 14 (4) ◽  
pp. 6-16
Author(s):  
Juan Acevedo ◽  
Iván Díaz-Molina
Keyword(s):  
Latin American ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Country Effect

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.

Intellectual capital, organizational culture and ambidexterity in Colombian firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Esteban López-Zapata ◽  
Armando De Jesús Ramírez-Gómez
Keyword(s):  
Organizational Culture ◽  
Latin American ◽  
Intellectual Capital ◽  
Structural Equation Models ◽  
Least Squares Method ◽  
Mediating Effect ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Market Culture ◽  
The Impact

PurposeThis study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.Design/methodology/approachFrom a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).FindingsThe results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.Practical implicationsDirectors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.Originality/valueThis work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

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.

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.

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 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.

scholarly journals The Influence of Organizational Ambidexterity on SME Speed of Internationalization

2021 ◽  
Vol 29 (1) ◽  
pp. 68-84
Author(s):  
Carina Silva ◽  
Miguel González-Loureiro ◽  
Vitor L. Braga
Keyword(s):  
Small And Medium Enterprises ◽  
International Markets ◽  
Cognitive Systems ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
International Growth ◽  
Organizational Orientation ◽  
Medium Enterprises ◽  
The Relationship ◽  
Total Sales

Small and medium enterprises (SMEs) require a combination of organizational and individual skills to grow more rapidly in international markets. The question is whether there is an ideal combination to compete in the present (exploitation orientation) or to prepare to compete in the future (exploration orientation), and whether managerial cognition plays a role on determining international growth. The analysis of Portuguese manufacturing SMEs suggests that the manager's cognitive systems do not have an overall influence on the growth of foreign sales to total sales (FSTS), but the two cognitive systems (experiential and analytic) have a different influence on international exploitation and exploration. International exploration and exploitation mediate the relationship between the latter variables. This study contributes to a better understanding of the role that organizational ambidexterity plays on the SMEs' speed of internationalization and how the manager's cognitive systems influence this organizational orientation.

Sign in / Sign up

Export Citation Format

Share Document