All of these titles are available in print and electronic format making them ideal resources for online learning environments. Empirical studies also showed that pursuing exploratory innovation is more effective in dynamic environments, whereas pursuing exploitative innovation is more beneficial to a unit's financial pe… Meyer, A. D., Tsui, A. S., & Hinings, C. R. (1993). If you experience a problem, submit a ticket to To Support Customers in Easily and Affordably Obtaining the Latest Peer-Reviewed Research, View Over 200+ IGI Global Titles Related to Diversity and Inclusion IGI Global offers a rich volume of content related to diversity, inclusion, gender politics, corporate governance, LGBTQ+, civic engagement, and more. Environmental dynamism and competitiveness moderate the relationship between exploitation/ exploration and performance(Levinthal & March, 1993; Lewin, Long & Carroll, 1999).

Alternative forms of fit in contingency theory. Raisch, S., & Birkinshaw, J. Fit, equifinality, and organizational effectiveness: A test of two configurational theories. Search inside this book for more research materials. InfoSci-Knowledge Solutions Databases IGI Global is now offering a new collection of InfoSci-Knowledge Solutions databases, which allow institutions to affordably acquire a diverse, rich collection of peer-reviewed e-books and scholarly e-journals. In addition, ambidexterity can promote some other positive organizational outcomes besides innovation. ... For example, Birkinshaw and Gibson (2004) Floyd, S. W. & Lane, P. J. Looking for research materials? The influence of founding team company affiliations on firm behavior. Organizational ambidexterity was defined as an organization's ability to be aligned and efficient in its management of today's business demands as well as being Organizational ambidexterity is defined broadly, and several other terms are also highly related or similar to the construct of ambidextrous organization, including There are studies on how structural and behavioral mechanisms affect organizational ambidexterity and studies on how ambidextrous organizational designs affect organizational ambidexterity. Must-Have Resource! (2011).

A., & Zenger, T. R. (2002). A multi-level model for organizational ambidexterity in the search phase of the innovation process. Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. model than structural separation because it facilitates the . A case study of model changeovers in the Toyota production system. Lewis, M. W. (2000). One is architectural or structural ambidexterity, which uses dual Although both angles are related to the theme of organizational ambidexterity, they strongly differ in the way how they are configured. And to allow this, it is necessary for the organisation context to be more flexible, allowing employees to use their own judgement as to how they divide their time between their adaptation-oriented and their …

Moderators exist in the relationship between organizational ambidexterity and organizational outcomes.

(2008). As it is the ability to keep a balance between explorative and exploitative processes, the most core outcome of ambidexterity is innovation because innovation needs both explorative and exploitative aspects. Organizational ambidexterity: Antecedents, outcomes, and moderators. Exploring paradox: Toward a more comprehensive guide. .

McDonough, E. F., & Leifer, R. (1983). View Over 1,200+ IGI Global Titles Related to Online Education and Educational Technologies IGI Global offers a rich volume of content related to online education, special education, hybrid learning environments, curriculum development, and more. Whereas earlier studies on structural and behavioral mechanisms regarded the trade-offs between exploration and exploitation to be insurmountable, more recent research has paid attention to a range of organizational solutions to engender the existence of ambidexterity.

Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). Configurational approaches to organizational analysis. This research focuses on RTeo. Siggelkow, N., & Levinthal, D. A. Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Some researchers argued that inconsistent structures may lead to low performance.Ambidexterity is often considered a capacity or skill and can therefore be facilitated by either the organization as a whole or managers / Ambidexterity is beneficial to organizations in many aspects.

Cantarello, S., Martini, A., & Nosella, A. "Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal". Generic strategies and performance: An empirical examination with American data Part I: Testing Porter. Using simultaneous structures to cope with uncertainty.

Exploration and exploitation in organizational learning. Noting that ambidextrous organizations require significant amounts of mobilization, coordination, and integration activities to maintain both exploitation and exploration, informal and social integration of the senior team as well as the cross-functional interfaces of the formal organization contribute to the success of organizational ambidexterity significantly (Jansen, Tempelaar, van den Bosch, & The concept of ambidexterity was first formally introduced into the leadership area by the Rosing, Frese and Bausch (2011) paper, holding the idea that leaders should be able to lead their team to match the complexity and the pace of innovation (Ancona, Goodman, Lawrence, & Tushman, 2001). R&D Management, 41, 240-258.Doty, H. D., Glick, W. H., & Huber, G. P. (1993).

Senior managers may be the key for facilitating the context and social base for ambidexterity.

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