Relevant bibliographies by topics / Ambidextrous Organizations

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Ambidextrous Organizations'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Ambidextrous Organizations"

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Sinha, Sabyasachi. "Managing an ambidextrous organization: balancing innovation and efficiency." Strategic Direction 32, no. 10 (October 10, 2016): 35–37. http://dx.doi.org/10.1108/sd-05-2016-0061.

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Purpose This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization. Design/methodology/approach This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity. Findings Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities. Practical implications Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities. Originality/value This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.
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Jackson, Nicole C., and Opal M. C. Leung. "Evidence-based management for today’s “ambidextrous” organizations." Strategy & Leadership 46, no. 4 (July 16, 2018): 28–36. http://dx.doi.org/10.1108/sl-03-2018-0027.

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Purpose This paper examines how evidence based management (EBM) can help managers build more flexible organizations. In the context of this article, we define the need to build for this capacity around the challenge of “ambidexterity”, or the need for companies to continue operations while also allowing for innovation. We present a framework to help managers create strategies that help them build ambidexterity in their organizations, whether they operate in highly regulated, compliance driven or un-regulated, non-compliance climates. Design/methodology/approach This paper identifies four organizational design strategies each of which represents a different leadership and organization consideration that may focus on how evidence based management practices are linked to competency building (i.e., exploitation), the need innovation, or an equal balance between the two (i.e., ambidexterity). Findings Our findings reveal that an organization’s use of data given these four strategic orientations reflect different uses of data (verifiability and codification concerns) and ways of embedding compliance and ambidexterity (exploitation vs. exploration) considerations. Practical implications These four strategies help managers expose biases in their current decision-making practices, and how they subsequently may affect lifecycle, change management, and data practice in ambidexterity development. Originality/value While EBM acknowledges the importance of utilizing evidence, it remains limited toward understanding how it might be used to build for ambidexterity in organizations.
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Rialti, Riccardo, Giacomo Marzi, Mario Silic, and Cristiano Ciappei. "Ambidextrous organization and agility in big data era." Business Process Management Journal 24, no. 5 (September 3, 2018): 1091–109. http://dx.doi.org/10.1108/bpmj-07-2017-0210.

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Purpose The purpose of this paper is to explore the effect of big data analytics-capable business process management systems (BDA-capable BPMS) on ambidextrous organizations’ agility. In particular, how the functionalities of BDA-capable BPMS may improve organizational dynamism and reactiveness to challenges of Big Data era will be explored. Design/methodology/approach A theoretical analysis of the potential of BDA-capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Next, the proposed conceptual framework was applied in a real-world context. Findings The research proposes a framework highlighting the importance of BDA-capable BPMS in increasing ambidextrous organizations’ agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations/implications The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications The value of the proposed framework is related to its potential in helping managers to fully understand and exploit the potentiality of BDA-capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality/value The research offers a model to interpret the effects of BDA-capable BPMS on ambidextrous organizations’ agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations’ agility.
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KOLLMANN, TOBIAS, ANDREAS KUCKERTZ, and CHRISTOPH STÖCKMANN. "CONTINUOUS INNOVATION IN ENTREPRENEURIAL GROWTH COMPANIES: EXPLORING THE AMBIDEXTROUS STRATEGY." Journal of Enterprising Culture 17, no. 03 (September 2009): 297–322. http://dx.doi.org/10.1142/s0218495809000370.

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This paper applies ambidextrous management to entrepreneurial growth companies. Ambidexterity aims at overcoming organizational inertia that threatens organizational survival. The concept is typically applied to established corporations in order to cure existing inertia. However, ambidextrous management may also help to avoid the emergence of inertia in entrepreneurial growth companies. We therefore discuss ambidexterity against the background of entrepreneurial growth companies and reveal how it can be used to build sustainable organizations. Our reasoning is based on organization science and entrepreneurship theory; in doing so we derive two groups of theoretical propositions explaining the antecedents of emergence and the antecedents of success of ambidextrous management in entrepreneurial growth companies.
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Cannaerts, Nele, Jesse Segers, and Erik Henderickx. "Ambidextrous design and public organizations: a comparative case study." International Journal of Public Sector Management 29, no. 7 (October 10, 2016): 708–24. http://dx.doi.org/10.1108/ijpsm-12-2015-0210.

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Purpose The purpose of this paper is to explore how public cultural organizations use ambidextrous design to balance exploitation and exploration given their organizational structure that mainly stimulates exploitation. Design/methodology/approach The authors use an abductive methodology and, perform an in-depth comparative case study. The data sample consists of two Belgian public cultural centers located in the Flemish area. In all, 21 semi-structured interviews where analyzed using Nvivo. Findings Results show, first, that although both cases have the same formal organization chart, their informal structure differs. Second, both cases have a different point of view toward exploitation and exploration. Third, no “pure” ambidextrous designs were found. Finally, the paper formulates theoretical propositions for ambidexterity and public sector research. Research limitations/implications Limitations of this paper are threefold. First, the authors only compared two cases, so generalization of the findings is limited. Second, although the authors managed to make contributions to ambidexterity and public sector research, theory building is not finished. Finally, researchers have to improve empirical evidence focusing on which design elements lead toward ambidextrous public organizations. Originality/value This paper makes a threefold contribution to ambidexterity literature and public sector research. First, the focus on public sector organizations is a rarely taken approach in ambidexterity research. Second, the specific use of ambidextrous design attributes to the limited public sector research that has focused on ambidexterity. Third, the focus on small organizations with limited resources is a rarely taken focus in ambidexterity and public sector research.
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Martin, Alexander, Arne Keller, and Johann Fortwengel. "Introducing conflict as the microfoundation of organizational ambidexterity." Strategic Organization 17, no. 1 (November 16, 2017): 38–61. http://dx.doi.org/10.1177/1476127017740262.

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This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time, they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative, or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of individuals, units, and organizations. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this article opens up promising research avenues to examine how organizations purposefully manage ambidexterity.
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Miglietta, Nicola, Enrico Battisti, Elias Carayannis, and Antonio Salvi. "Capital structure and business process management: evidence from ambidextrous organizations." Business Process Management Journal 24, no. 5 (September 3, 2018): 1255–70. http://dx.doi.org/10.1108/bpmj-07-2017-0214.

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Purpose The purpose of this paper is to investigate the relationship between capital structure and business process management (BPM) within ambidextrous firms. In particular, referring to the listed companies in the Mercato Telematico Azionario (MTA) and Mercato degli Investment Vehicles (MIV) markets with large- and mid-sized capitalization, divided into ambidextrous and non-ambidextrous companies, the authors examined the capital structure to fill a gap in the current literature. Design/methodology/approach This study uses a mixed-method sequential exploratory design. In particular, a qualitative study was conducted to identify some Italian-listed companies, called ambidextrous firms, which have implemented incremental (exploitative) and radical (explorative) innovations in an ambidexterity perspective of process management. A quantitative study was designed to provide insights into the different degrees of leverage of the listed companies selected by the qualitative analysis. Findings The research is based on an empirical analysis undertaken with 69 companies listed on Italian markets (starting from the MTA and MIV Italy 100 – large- and mid-sized capitalization). In particular, the authors highlight 11 companies that, based on the literature, can be defined as ambidextrous organizations. These firms, in each year analyzed (2014, 2015, and 2016), have more leverage than non-ambidextrous ones. Considering that firms today need to constantly revisit their portfolio of debt and equity, ambidextrous organizations could evaluate the largest debt available in order to implement new BPM tools. Originality/value To the authors’ knowledge, this is the first exploratory study based on capital structure and the simultaneous exploration and exploitation of knowledge (ambidexterity) that also is informed by a BPM perspective. The paper presents evidence from Italian-listed companies that are referred to as ambidextrous and have different degrees of leverage.
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Stelzl, Katharina, Maximilian Röglinger, and Katrin Wyrtki. "Building an ambidextrous organization: a maturity model for organizational ambidexterity." Business Research 13, no. 3 (June 2, 2020): 1203–30. http://dx.doi.org/10.1007/s40685-020-00117-x.

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AbstractOrganizational ambidexterity (OA) is an essential capability for organizations in turbulent environments, as it facilitates the simultaneous pursuit of exploitation and exploration. Over the last years, knowledge on OA has continuously matured, covering outcomes, moderators, and types of OA. However, little is known about how to build an ambidextrous organization in terms of what capabilities are needed and how they can be developed. To address this gap, we developed an organizational ambidexterity maturity model (OAMM) that assists organizations in becoming ambidextrous based on actionable practices (APs) structured according to five capability areas. In developing the OAMM, we conducted a structured literature review to compile APs and used card sorting to assign APs to maturity stages. We evaluated the OAMM based on literature-backed design objectives and discussions with practitioners. We also conducted an initial empirical validation of the APs’ assignment to maturity stages. The OAMM extends the descriptive and prescriptive knowledge on OA by taking a holistic view on OA, by shedding light on the interrelation of different OA types, and by enabling the assessment of an organization’s as-is and to-be OA maturity based on implemented APs.
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Kassotaki, Olga. "Ambidextrous leadership in high technology organizations." Organizational Dynamics 48, no. 2 (April 2019): 37–43. http://dx.doi.org/10.1016/j.orgdyn.2018.10.001.

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Chen, Rongxin Roger, and Rangapriya Priya Kannan-Narasimhan. "Formal integration archetypes in ambidextrous organizations." R&D Management 45, no. 3 (September 2, 2014): 267–86. http://dx.doi.org/10.1111/radm.12083.

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Dissertations / Theses on the topic "Ambidextrous Organizations"

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Mirzataghi, Chaharmahali Sara, and Siadat Seyed Amir. "Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-61262.

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Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.
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Jansen, Justin John Peter. "Ambidextrous Organizations A Multiple-Level Study of Absorptive Capacity, Exploratory and Exploitative Innovation and Performance /." [Rotterdam]: Erasmus Research Institute of Management (ERIM), Erasmus University Rotterdam ; Rotterdam : Erasmus University Rotterdam [Host], 2005. http://hdl.handle.net/1765/6774.

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Alduaij, Manal Yousuf S. A. "Towards an open ambidextrous system : how organizations manage exploration and exploitation in open innovation environments." Thesis, Imperial College London, 2013. http://hdl.handle.net/10044/1/12640.

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This research examines the telecommunication industry and uses it as an example in order to present a general model of how ambidexterity is carried out in the context of open innovation. This emerging approach to ambidexterity has been particularly evident in the telecommunication industry where exploration and exploitation activities are established on information technology structures. Ambidexterity is the idea that successful firms simultaneously explore new ideas while exploiting existing ones in order to sustain profitability, especially in dynamic environments. Few studies have discussed ambidexterity that is carried out in contexts of open innovation. For this reason, this doctoral thesis addresses this gap in our understanding of ambidexterity, and contributes to it by examining the question: "How do ambidextrous organizations carry out exploration and exploitation in open innovation environments?" A new form of ambidexterity has been identified in this study; it is an open ambidextrous system. It exists in a particularly transparent form around organizations whose innovation activities are focused on information technology infrastructure, specifically networking technologies, as has been evident in the telecommunication industry. This presents important implications for the management information systems (MIS) literature. Open ambidextrous systems are established by organizations when they manage exploration and exploitation in open innovation environments. From that understanding ambidexterity has been identified as open. This offers important insight for the ambidexterity and open innovation literatures. As a result, organizations that adopt an open ambidextrous system are recognized as performing open exploration and open exploitation, where the two activities are perceived as two complementing systems identified as the open exploration system, and the open exploitation system. Therefore, this research combines insights from the ambidexterity, open innovation, and management information systems literatures, and contributes to them by offering a new and alternative view to ambidexterity that is based on the open innovation notion.
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Mapolisa, Nyasha Pamela. "Middle managers in ambidextrous organizations : the challenges of being led, leading others and obtaining personal support." Diss., University of Pretoria, 2011. http://hdl.handle.net/2263/76043.

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Purpose – Middle managers play a central role in the strategic process and current understanding of their role in ambidextrous organisational contexts is limited and does not capture the nuances and distinctions experienced by this level of management. The purpose of this paper is to examine the challenges middle managers face as “followers” and “leaders” and the support measures they need in organisations that are under pressure to manage the business of today while creating a new business for tomorrow. Design/methodology/approach – Qualitative, semi-structured interviews of 12 middle managers and two interviews with experts in the field of middle management were used to gather insights into (i) the challenges middle managers face as “followers” and “leaders” and (ii) the support measures they need in ambidextrous organisational contexts. Data analysis followed the “codes to theory model” qualitative inquiry in which themes were derived inductively and compared to the existing literature to draw findings. Findings – Middle managers in ambidextrous organisational contexts are ‘caught in the middle’ of the strategic tensions thus; make do without the support they need. They still have no authority in the strategy development process, and face new forms resistance from below, especially from different generations in the workforce, when trying to implement ambidextrous strategies. Research limitations / Implications - While middle managers’ perspectives are generally understudied and needed, it would be valuable to include all three levels of an organisation’s management (a 360 view) from each organisation, in order to compare and integrate the experiences. Practical implications – Middle managers in ambidextrous organisational contexts grapple with multiple challenges such as; inappropriate leadership styles of top managers and disparate insights into the emerging dynamics of managing a multi-generational and multi- cultural workforce and the support measures they need and value are important for practice. In this paper, the author offers specific considerations for top managers and Human Resource (HR) practitioners to support middle managers in ambidextrous organisational contexts. Originality/value – This study contributes to ambidexterity and middle management literature. It shows the value of a holistic framework that looks at middle managers in ambidextrous organisational contexts using multiple lenses of different academic disciplines. It examines this through the lived experiences of middle managers in organisations that are under pressure to manage the business of today while creating a new business for tomorrow.
Mini Dissertation (MBA)--University of Pretoria, 2011.
pt2020
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Röder, Nina [Verfasser], Helmut [Akademischer Betreuer] Krcmar, Helmut [Gutachter] Krcmar, Tilo [Gutachter] Böhmann, and Michael [Gutachter] Schemann. "Exploring the Effect of Workarounds in Ambidextrous Organizations / Nina Röder ; Gutachter: Helmut Krcmar, Tilo Böhmann, Michael Schemann ; Betreuer: Helmut Krcmar." München : Universitätsbibliothek der TU München, 2017. http://d-nb.info/1150852097/34.

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Wasserman, Stexgård Katarina, and Emil Walter. "Att organisera och leda militär verksamhet vid påfrestningar : Utmaningar och lösningar." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-37002.

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Svensk militär verksamhet organiseras och leds i ett normalläge, för att snabbt kunna möta och hantera en hastigt uppkommen påfrestning. På motsvarande sätt finns annan verksamhet i samhället som verkar under liknande förutsättningar. Vad kännetecknar en militär organisation som skall hantera påfrestningar med hög operativ effekt, och vad utmärker metoden för att leda verksamheten vid påfrestning? Vilka utmaningar och lösningar kan identifieras? I syfte att vidga perspektiven gjordes en jämförelse i kontrasterande syfte mellan ett militärt förband och ett akutsjukhus. Genom en induktivt driven ansats och kvalitativ metod, genomfördes sju semistrukturerade djupintervjuer vid Luftstridsskolan i Uppsala och Lokal katastrofledning vid Gävle sjukhus. Likheterna mellan de undersökta enheterna avseende organisation och ledningsmetod samt utmaningar och lösningar kopplade till detta var stor. Med utgångspunkt i begreppen High Reliability Organizations och Ambidextrous Organizations diskuteras resultaten, som ger förutsättningar att utveckla organisation och ledningsmetod främst vid författarnas förband Luftstridsskolan. För att nå detta är författarnas konkreta rekommendationer, med stöd i empiri och litteratur, bl.a. att i högre utsträckning nyttja tvärfunktionellt sammansatta ledningsgrupper för att hantera påfrestningar eller komplexa planeringsuppgifter och därigenom minska stuprörstänkande, att sträva mot förbättrad gemensam lägesbild vid flottiljstab och att avkräva lojalitet mot beslutad organisation och ledningsmetod. Detta bedöms leda till ökad operativ effekt vid förbandet.
Swedish armed forces are normally organized for education and training on a daily basis, for the purpose of rapidly being able to deal with sudden events or strains. What signifies a military organization and command dealing with these kinds of strains whilst maintaining a high level of operational effect? What challenges do they face and what kinds of solutions are available? In order to expand the perspective a comparison was made with a military unit and an emergency hospital. This study was carried out withan inductive and qualitative method, and seven semi-structured interviews were conducted. By the perspectives of High Reliability Organizations and Ambidextrous Organizations, the results are discussed. The resemblances between the two researched units are surprisingly striking in the investigated areas of interest. In order to improve organization and command at the researched military unit, the authors recommend the following actions: the use of joint functions command groups to a greater extent in order to enhance the ability to handle strains and sudden events, to strive for a greater level of situational awareness on all levels in the organization and the demand for loyalty to organization and structure of management decided by the commander. These actions are deemed to increase the level of operational effect at the unit.
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Timur, Emre Robert, and Byggnings Lina Lindbom. "Managing transformation pressure in large organizations : A case study on a product development organization in the transport and truck industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264097.

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Why do some large organizations succeed during transformations and others do not? This thesis aims to contribute and expand the discussion of how product development capabilities could enable success during transformations. To investigate the problem, a qualitative case study was performed at a large transport and truck incumbent, Scania CV AB. The transport and truck industry is currently pressured to transform, both from a competitive and sustainability perspective. In order to become more adaptable to change, the thesis identified the importance of clearly applying ambidexterity as a strategy to cope with challenges that the transformation implies. However, when applying ambidexterity, interface challenges between exploitation and exploration occur. Success during transformations is mainly dependent on the management to handle those interface challenges properly. This thesis identified two main managerial practices that could benefit incumbents in the transport and truck industry to become more adaptable during a transformation phase. Firstly, a clear strategy of how to manage innovations over time could support large incumbents to leverage innovations for optimal experimentation, scalability, and later profit. Secondly, clear organizational alignment between functions to enhance communication and prioritization especially between exploitative and explorative business activities could support large incumbents to leverage radical innovations within the organization. This thesis argues that implementing structural ambidexterity combined with a clear and streamlined innovation transfer process in three distinct horizons for mature, growth, and future businesses will increase adaptability during transformation pressure. As the main area of future research, this thesis proposes to further investigate the opportunities of an open innovation strategy that leverages partnerships for co-creation in an increasingly interconnected transport ecosystem.
Hur kommer det sig att vissa företag lyckas under industriell förändring och andra inte? Syftet med denna uppsats är att bidra till, och utvidga, diskussionen om hur kapabiliteter inom produktutveckling kan främja en lyckad transformation. För att undersöka problemet genomfördes en kvalitativ fallstudie på ett etablerat företag inom transport och lastbilsindustrin, Scania CV AB. Transportindustrin är för närvarande under stor press, både från ett konkurrens- och hållbarhetsperspektiv. Denna studie visar att, för att bli mer adaptiv och hantera förändring, är det av yttersta vikt att implementera en tydlig strategi för en tvehänt (ambidextrous) organisation. En av de största utmaningarna vid en sådan implementation är dock de starka spänningar som uppstår i gränssnitten mellan det operationella och det utforskande inom organisationen. Hur de hanterar dessa utmaningar från ett ledarskapsperspektiv, kommer därav vara en av de främsta faktorerna till om företaget lyckas anpassa sig till förändring. I studien har två grundläggande principer för ledarskap identifierats, vilka kan hjälpa etablerade företag inom transport- och lastbilsindustrin att bli mer adaptiva under förändring. För det första, en tydlig strategi för att hantera innovation över tid, kan stötta ett etablerat företag att optimera innovation, skalbarhet och vinst. För det andra, en tydlig organisations- och ledarskapsinriktning som lyfter kommunikation och underlättar prioritering mellan förvaltande och utforskande aktiviteter och avdelningar. Denna studie argumenterar för strukturell separering av organisationen, kombinerat med en process för att överföra innovationer. Detta kan åstadkommas genom en uppdelning på tre horisonter; mognad, tillväxt och framtid, vilket kommer att öka företagets anpassningsförmåga under förändring. Denna studie har avgränsats till att inte närmare undersöka hur partnerskap kan hanteras i det allt mer sammankopplade transportsystemet. Detta är dock identifierat som ett möjligt behov av att närmare undersöka hur strategier för open innovation kan främja partnerskap och samproduktion inom området.
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Dahlqvist, Marianne, and Frida Zetterlund. "En förnyelseresa mot ett innovativt organisationsklimat : En studie om organisationsförändring och måluppfyllelse när ledningen står för "vad" och medarbetarna för "hur"." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-35300.

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Purpose: The purpose of the study is that from an employee perspective examine the organizational climate of AF (Arbetsförmedlingen) södra Västmanland (Köping, Arboga, Kungsör). The results will include innovation improvement proposals, which are intended to raise employees needs in the project Förnyelseresan (translated to “A travel of change towards an innovative organizational climate”) within the area Self-leadership and culture. Hence AF södra Västmanland has got the possibility to use the improvement proposals as complementary basis to achieve their goals within the mentioned area. Research question: Which changes, from an employee perspective, may AF södra Västmanland implement with the purpose of managing Förnyelseresan’s category Self-leadership and culture in order to promote an innovative organizational climate? Limitations: The authors limit the study to investigate the pronounced and visible part of the organizational climate of AF södra Västmanland. The study's main focus is to investigate the opinions, thoughts and ideas of their employees concerning the topic and to allow them to provide their approach of the organizational environment. Method: The main focus field of the study is designed as a case study, based on a qualitative research, which includes an inductive approach and openness to interpretation. The study's empirical data is collected from semi-structured interviews with employees from AF södra Västmanland, observations from a workshop and interaction with contacts within the organization. Results and conclusions: The results of the study show that AF södra Västmanland needs to do several changes and implement corresponding improvements with the help of the employees in order to change the organizational climate aiming to respond to the targets of Förnyelseresan. The conclusion is that workload combined with lack of time does affect the organizational climate and the capacity to innovate negatively. The improvement proposals involve themes including climate, transparency and time for creativity.
Syfte: Syftet med studien är att ur ett medarbetarperspektiv undersöka organisationsklimatet på AF (Arbetsförmedlingen) södra Västmanland (Köping, Arboga, Kungsör). Studiens resultat kommer att innehålla innovationsfrämjande förbättringsförslag med avsikt att lyfta medarbetares behov inom Förnyelseresans område Självledarskap och kultur. AF södra Västmanland har därefter möjligheten att använda förbättringsförslagen som kompletterande underlag för att nå sina uppsatta mål inom det nämnda området. Forskningsfråga: Vilka förändringar ur ett medarbetarperspektiv kan AF södra Västmanland genomföra i syfte att hantera Förnyelseresans mål inom kategorin Självledarskap och kultur för att främja ett innovativt organisationsklimat? Avgränsning: Författarna avgränsar studien till den explicita och synliga delen av organisationsklimatet hos AF södra Västmanland. Studiens huvudsakliga fokus läggs vid att undersöka medarbetares åsikter, tankar och idéer om ämnet och låta dem tillskriva sin omgivning och sitt synsätt. Metod: Studien utformas som en fallstudie och utgår från en kvalitativ forskningsstrategi och ett induktivt synsätt med öppenhet för tolkning. Studiens empiriska data har samlats in från semistrukturerade och kvalitativa intervjuer med medarbetare från AF södra Västmanland. Interaktion med kontaktpersoner inom organisationen och observationer från en workshop bidrog även till det empiriska materialet. Resultat och slutsats: Studiens resultat visar att AF södra Västmanland kan genomföra ett antal förändringar och implementera motsvarande förbättringar framtagna med hjälp av medarbetarna i organisationen för att förändra organisationsklimatet och bemöta Förnyelseresans mål. Författarna drar slutsatsen att stor arbetsbelastning i kombination med tidsbrist påverkar organisationsklimatet och innovationsförmågan negativt. Framtagna förbättringsförslag berör teman som inkluderande klimat, öppenhet och tid för kreativitet.
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9

Chang, Chuan Teh. "A influência das tensões ambidestras na arquitetura organizacional para inovação: estudo de casos em empresas brasileiras da indústria de transformação." Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/3/3136/tde-29122014-181456/.

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Na busca pela viabilidade do negócio, as empresas devem considerar e lidar com os cenários atuais e futuros. Para tanto, algumas procuram adquirir habilidades em extrair resultados de seus recursos atuais pelas inovações incrementais enquanto exploram simultaneamente novas competências para desenvolver inovações mais radicais que proporcionem perspectivas futuras de negócios, e por esta característica dual tais companhias são classificadas de organizações ambidestras. Contudo, o desafio de administrar simultaneamente as duas atividades geram paradoxos - as tensões ambidestras - que influenciam tanto as escolhas estratégicas de implementação quanto as mudanças na arquitetura organizacional para inovação. Logo, o propósito deste trabalho é investigar a influência destas tensões na arquitetura organizacional e identificar quais são os fatores que colaboram com as mudanças. Os resultados apontam que os fatores externos competição e especificidades do mercado são determinantes na adoção de estratégias ambidestras; já entre os fatores internos, o modelo de negócios, as crenças e a capacidade inovadora vigente são direcionadores na escolha da arquitetura organizacional para inovação. Além disso, as características das tensões ambidestras, a intensidade dessa dualidade e sua ortogonalidade estratégica em relação à atual capacidade inovadora também interferem nas mudanças da arquitetura organizacional. Esta tese propõe ainda um modelo vetorial para explicar as influências e os fenômenos analisados.
In the pursuit of business viability, companies must consider and deal with current and future scenarios. For such, some companies seek acquiring skills in extracting results from their present resources for incremental innovations whilst simultaneously exploring new competences to develop more radical innovations that provide them future business prospects, and due to this dual characteristic such companies are classified as ambidextrous organizations. However, the challenge of simultaneously administering the two activities creates paradoxes - the ambidextrous tensions - that influence both the strategic choices of implementation and the changes in the organizational architecture for innovation. Therefore, the purpose of this study is to investigate the influence of these tensions in the organizational architecture and to identify which factors collaborate with those changes. The results indicate the external factors of competition and specificities of the market are decisive in the adoption of ambidextrous strategies; whereas amongst internal factors, the business model, the beliefs and the current innovative ability are drivers in the choice of the organizational architecture for innovation. Furthermore, the characteristics of the ambidextrous tensions, the intensity of this duality and its strategic orthogonality regarding the current innovative ability also interfere in the changes of the organizational architecture. This thesis also proposes a vectorial model to explain such analyzed phenomena and influences.
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Tinoco, Janet. "ACCOMPLISHMENT OF DUAL FOCUS IN EXPLORATION AND EXPLOITATION: THE INFLUENTIAL ROLE OF THE CUSTOMER RELATIONSHIP MANAGEMENT (CRM." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2449.

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Organizations that can successfully develop both radical and incremental innovations positively impact sustained competitive advantage, dramatically improving their chances of survival and success in both dynamic and stable environments (Han et al. 2001; Tushman and O'Reilly 1996). Experimentation and radical innovation are mandatory knowledge assets for competitive play in emerging markets, but efficiency and incremental innovation are essential for mature markets (He and Wong 2004; Tushman and O'Reilly 1996). The attainment of dual focus between radical and incremental innovation is challenging and calls for organizational architectures of sometimes conflicting processes, structure, and culture (cf, Tushman and O'Reilly 1996; Wind and Mahajan 1997). While prior research has investigated the structural and cultural determinants (Duncan 1976; Gibson and Birkenshaw 2004), there is a significant lack of research addressing the third major element of business processes. Without winning business processes in place that influence both exploration and exploitation, a successful portfolio mix of radical and incremental product innovations that maximize customer value and benefits will not be fully realized, and firm performance will suffer. Through core business processes, marketing's role and influence is significant in increasing customer value creation in the resulting product innovations. By mapping the "inside-out" and "outside-in" processes of a market-driven organization (Day 1994) into the Srivastava et al. (1999) core business process framework, this dissertation develops and tests a model of business process influence on dual focus in innovation strategies in the context of the high technology manufacturing environment. Each of these processes is critical in generating maximum customer value and is an explicit input into strategic choices and decisions (Srivastava et al. 1999). Specifically, it is argued and proposed that the Product Development Management (PDM) process, comprised of the processes of market experimentation, technology monitoring, and technology competence, predominantly influences exploration while the Supply Chain Management (SCM) process, comprised of the processes of channel bonding and quality process management, predominantly influences exploitation. The Customer Relationship Management (CRM) process, encompassing the processes of lead user collaboration, competitor benchmarking, and current customer knowledge process, acts as a moderator to add dual focus to these extremes by interacting with PDM processes to enhance exploitation and with SCM processes to enhance exploration. Furthermore, it is proposed that firms successfully achieving a dual focus have greater firm performance than firms entrenched in either extreme. Hypotheses were tested with data collected from a nationwide sample of high technology manufacturers. The results largely supported the main effect hypotheses of the PDM processes and SCM processes on exploration and exploitation. Additionally, the hypothesis of a positive interaction between exploration and exploitation on firm performance was also supported, however no visible support was garnered for the moderating impacts of CRM processes on PDM and SCM processes as hypothesized. Post hoc analyses were performed, bringing additional insight into dual focus based on the successful implementation of opposing businesses processes. Specifically, dual focus firms were shown to have multiple processes in place that impact both types of innovation strategies and that these firms implement these processes to a greater extent than those firms operating in the more extreme positions. Academic and managerial implications are discussed, as well as study limitations and exciting future research directions.
Ph.D.
Department of Marketing
Business Administration
Business Administration PhD
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Books on the topic "Ambidextrous Organizations"

1

Kraner, Jan. Innovation in High Reliability Ambidextrous Organizations. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74926-6.

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Rialti, Riccardo, and Giacomo Marzi. Ambidextrous Organizations in the Big Data Era. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36584-4.

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Maier, Jens. The Ambidextrous Organization. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145.

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Meulen, Jan Van der, Joseph Soeters, René Moelker, Jacqueline Heeren-Bogers, Esmeralda Kleinreesink, and Robert Beeres. The Yin-Yang Military: Ambidextrous Perspectives on Change in Military Organizations. Springer, 2020.

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Rialti, Riccardo, and Giacomo Marzi. Ambidextrous Organizations in the Big Data Era: The Role of Information Systems. Palgrave Pivot, 2020.

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Kraner, Jan. Innovation in High Reliability Ambidextrous Organizations: Analytical Solutions Toward Increasing Innovative Activity. Springer, 2019.

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Raisch, Sebastian, and Alexander Zimmermann. Pathways to Ambidexterity. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.17.

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The objective of this chapter is to develop a process perspective on ambidexterity that not only informs the specific research on reconciling the contradictory forces of exploration and exploitation, but also the broader theory on how organizations experience and address paradoxical tensions. We distinguish three stages of paradox management within ambidextrous organizations. During the initiation stage, organizational actors identify the paradoxical tensions and develop a strategic plan to address them. In the subsequent contextualization stage, they put the organizational structures, cultures, and processes in place, with which to address the paradox. During the implementation stage, the organizational actors manage the paradoxical tensions in their day-to-day activities. By comparing the structural, contextual, and sequential pathways that organizations take to navigate these stages, we review and expand current theorizing on exploration–exploitation tensions and derive promising avenues for future ambidexterity and paradox research.
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Maier, Jens. The Ambidextrous Organization: Exploring the New While Exploiting the Now. Palgrave Macmillan, 2014.

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Maier, Jens. The ambidextrous organization: Exploring the new while exploiting the now. 2015.

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Sidhu/Reinmoell. The Ambidextrous Organization: The Strategic Management of Learning, Knowledge and Innovation. Routledge, 2007.

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Book chapters on the topic "Ambidextrous Organizations"

1

Maier, Jens. "Introduction — The Case for Ambidextrous Organizations and Ambidextrous Leaders." In The Ambidextrous Organization, 1–13. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145_1.

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Rialti, Riccardo, and Giacomo Marzi. "The Modern Organization, Data, and Better Performances." In Ambidextrous Organizations in the Big Data Era, 1–4. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36584-4_1.

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Rialti, Riccardo, and Giacomo Marzi. "Setting the Stage: BDA, Dynamic Capabilities and Ambidexterity, What We Know So Far?" In Ambidextrous Organizations in the Big Data Era, 5–38. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36584-4_2.

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Rialti, Riccardo, and Giacomo Marzi. "From Big Data to Performance: The Importance of Ambidexterity, Agility and BDA Integration in Business Processes—A Theory-Based Framework." In Ambidextrous Organizations in the Big Data Era, 39–67. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36584-4_3.

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Rialti, Riccardo, and Giacomo Marzi. "Agility Through BDA and Ambidexterity: Some Empirical Evidence from Managers’ Experiences." In Ambidextrous Organizations in the Big Data Era, 69–92. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36584-4_4.

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Rialti, Riccardo, and Giacomo Marzi. "Conclusion." In Ambidextrous Organizations in the Big Data Era, 93–95. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-36584-4_5.

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Devins, Gaëtan, and Caroline N. Kähr. "Structuring Ambidextrous Organizations: Exploitation and Exploration as a Key for Long-Term Success." In More than Bricks in the Wall: Organizational Perspectives for Sustainable Success, 60–67. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8945-1_6.

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Maier, Jens. "Conclusion." In The Ambidextrous Organization, 249–60. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145_10.

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Maier, Jens. "Strategic Challenges." In The Ambidextrous Organization, 25–44. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145_2.

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Maier, Jens. "Leadership Challenges." In The Ambidextrous Organization, 45–64. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145_3.

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Conference papers on the topic "Ambidextrous Organizations"

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Cubero, Javier Nieto, and Carolina Consolacion Segura. "The role teams and organizational factors play in disruptive innovations in ambidextrous organizations." In 2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2019. http://dx.doi.org/10.1109/ice.2019.8792627.

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Boronat-Navarro, Montserrat, and Alexandra García-Joerger. "Leaders’ ambidexterity traits." In INNODOCT 2019. Valencia: Universitat Politècnica de València, 2019. http://dx.doi.org/10.4995/inn2019.2019.10118.

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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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Li, Huimin, and Qingpu Zhang. "Ambidextrous Oriented Organizational Attributes, Knowledge Acquisition Modes and Enterprises' Radical Innovation." In 2018 International Conference on Sports, Arts, Education and Management Engineering (SAEME 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/saeme-18.2018.92.

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