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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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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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Dentinger, Stefanie, and Erwan Derlyn. "Drivers and Implementation of Change : An attempt to depict successful factors." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1795.
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The ability to deal with change gains in importance due to the fast moving environment. The current crisis reveals that it is not sufficient for companies to react. They need to be prepared and implement change continuously. The significance of Change Management is justified as the competence to deal with change can be considered decisive for gaining competitive advantage. Organizations need to change in order to sustain.
Several theories and concepts exist to increase an organization's efficiency in terms of handling changes. The theoretical framework is settled on four issues within Change Management: change, drivers for change, implementation and roles in an organization. It is of prior importance to identify the nature of the specific change as well as the driving forces for it.
By this, information for the implementation process is provided. We present strategies for implementing and also steps or ingredients which have to be unconditionally considered. We try to point out some facilitators for implementation such as organizational learning.
We finally describe four key roles that are influencing implementation of change. However, we especially focus on leaders and employees and compare top-down and bottom-up implementation.
We proceed with the same basis of four parts to analyze the discussions we led with change agents.
Finally we propose key factors we believe that organizations need to lead a change process successfully.
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Saïbi, Mohand Amokrane. "Concilier les innovations d'exploitation et d'exploration au sein de la PME : étude de l’ambidextrie organisationnelle dans 7 PME innovantes en Bretagne." Thesis, Rennes 1, 2014. http://www.theses.fr/2014REN1G030.
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Cette recherche contribue à identifier les principaux déterminants de l’ambidextrie dans le contexte de la PME; à proposer un modèle conceptuel qui témoigne des connaissances actuelles sur cet objet d’étude et à permettre une meilleure compréhension des facteurs organisationnels et managériaux favorisant la combinaison des innovations d’exploitation et d’exploration au sein des PME.Il sera donc question du concept d’ambidextrie organisationnelle et sa teneur à part dans le cadre des PME, du rôle central de l’entrepreneur ambidextre en tant que source et facilitateur de l’ambidextrie, de l’impact de la spécificité de ce type de structure sur les formes d’ambidextrie adoptées ainsi que de l’importance du réseau externe pour assurer la poursuite simultanée des innovations d’exploitation et d’exploration. L’apport de cette recherche est de permettre, à travers l’étude approfondie de sept cas de PME innovantes en Bretagne, d’intégrer les spécificités de la PME dans la conciliation de la double exigence d’innovation et de montrer que cette ambidextrie organisationnelle est envisageable pour une PME innovante malgré la contrainte de ressources spécifiques à ces organisationsThis research contributes to identify the main determiners of the ambidextrous in the context of the SME (SMALL AND MEDIUM-SIZED ENTERPRISE); to propose an abstract model which shows current knowledge on this object of study and to allow a better understanding of the organizational and management factors(mailmen) favoring the combination(overall) of the innovations of exploitation(operation) and exploration within SME(small and medium-sized enterprise). It will thus be question of the concept of organizational ambidextrous and its content to share(unit) within the framework of SME(SMALL AND MEDIUM-SIZED ENTERPRISE), of the central role of the ambidextrous entrepreneur as source(spring) and facilitator of the ambidextrous, the impact of the specificity of this type of structure on the forms(shapes) of ambidextrous adopted as well as the importance of the external network to assure(insure) the simultaneous pursuit(continuation) of the innovations of exploitation(operation) and of exploration. The contribution of this search(research) is to allow, through the innovative in-depth study of seven cases of SME(SMALL AND MEDIUM-SIZED ENTERPRISE) in Brittany, to integrate(join) the specificities of the SME(SMALL AND MEDIUM-SIZED ENTERPRISE) into the conciliation of the double requirement of innovation and to show that this organizational ambidextrous is possible for an innovative SME(SMALL AND MEDIUM-SIZED ENTERPRISE) in spite of the constraint of resources specific to these organizations
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Mori, Patricio R. "Social-cognitive Antecedents of Ambidextrous Orientation in Family-owned Startups: The Role of Family Ties, Achievement Motivation, and Internal Locus of Control." FIU Digital Commons, 2013. http://digitalcommons.fiu.edu/etd/896.
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Regulatory Focus Theory predicts that the motivation to self-regulate goal-directed thought and behavior depends on two distinct regulation strategies: a promotion focus based on attaining gains and a prevention focus based on avoiding losses.
This study took a social-cognitive approach predicting that regulatory focus has an impact on how family startups (several family related founders) explore “new ideas”, exploit “old certainties” and achieve the balance of both (ambidexterity), compared to lone founder startups (only one founder present).
It was proposed that the social context of family ties among founders leads them to a prevention focus concerned with avoiding the loss of the socio-emotional benefits of those ties. In order to avoid such a loss, family founders were expected to increase their risk perceptions and thus, explore less than lone founders, who lack such socio-emotional ties. It was also proposed that two commonly used psychological traits in entrepreneurship research --achievement motivation and internal locus of control, predispose entrepreneurs to a promotion focus. Founders with a promotion focus, in turn, were hypothesized to lead startups to more risk-seeking behaviors and to more explorative orientation.
The previous argument was used as a springboard to derive hypotheses about ambidexterity (the ability to exploit and explore simultaneously) and survival hazards. Using Regulatory Focus Theory, exploitative orientation, conceptualized as the motivational strength to continue on previous paths of action, was hypothesized to be not significantly different from that of lone founder startups. Taking previous arguments together, lone founder startups were hypothesized to be more ambidextrous than family startups. Finally, ambidexterity and internal locus of control were hypothesized to reduce survival hazards in family startups.
The findings suggested that family startups explore less than lone founder startups even after controlling for group effects. Interesting but contradictory findings revealed that internal locus of control have both a positive direct effect and a positive interaction that increases the explorative and ambidextrous orientation gap of family startups over lone founder startups. As expected, ambidexterity and internal locus of control reduced survival hazards on family startups. Implications for practitioners were derived based on a sample of 470 nascent entrepreneurs.
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Wasilewski, Jennifer. "Ambidexterity and Innovation in Chief Nursing Officers in the Healthcare Setting." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7844.
Full textAbstract:
Leaders in the healthcare setting are challenged with competing responsibilities as they seek to provide high-quality services, ensure the implementation of safety measures, and engage in workforce maintenance. Many researchers have described innovation as a strategic approach to organizational concerns and have noted a failure to implement innovative measures in healthcare. This study was an investigation of the impact of ambidexterity in healthcare leaders on innovation. The purpose of this quantitative study, guided by the ambidexterity theory of leadership for innovation, was to analyze the extent to which ambidextrous leadership characteristics of healthcare executives and chief nursing officers (CNOs) influence the innovative performance of CNOs in the healthcare setting. The research question addressed which ambidextrous leadership behaviors or combination of behaviors, including open and closed behaviors of healthcare executives and exploration and exploitation actions of CNOs in healthcare settings, explain a statistically significant portion of the variance in innovative performance of CNOs. The research design involved the administration of a cross-sectional quantitative survey to 126 CNOs from across the nation. Each participant was employed by an acute-care hospital, held an active nursing license in the state employed, and had been in the role of CNO or chief nursing executive (CNE) for over a year, reporting directly to executive leadership. A linear multiple regression analyzed the correlation between ambidextrous factors and the effect on performance innovation. Findings suggest that a combination of ambidextrous behaviors had more impact on innovation performance than each set of behaviors alone. The results of the study may be used for the development of nursing leadership and supporting efforts for overall improvement in healthcare.
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Curti, Amanda Ferri. "Um método para catalisar a inovação." reponame:Repositório Institucional da UFABC, 2017.
Find full textAbstract:
Orientador: Prof. Dr. Anderson Orzari RibeiroDissertação (mestrado) - Universidade Federal do ABC, Programa de Pós-Graduação em Engenharia e Gestão da Inovação, 2017.
Inovações tecnológicas no setor da saúde são observadas em novos produtos, serviços e processos utilizados para diagnosticar, monitorar, prevenir e indicar o tratamento mais adequado aos pacientes. Neste setor, a vasta gama de doenças conhecidas representa um enorme desafio para a elaboração de novos diagnósticos e tratamentos, ainda mais quando se considera redução dos custos e o prolongamento da vida ativa dos cidadãos. O presente estudo, cuja amostra é uma empresa de medicina diagnóstica reconhecida por suas práticas de gestão de inovação, pretende analisar o processo de implantação de inovações da empresa e questiona como uma ferramenta de engenharia pode ser complementar a gestão de inovação, apoiando a integração necessária entre as diversas unidades de negócio envolvidas no lançamento de uma inovação. Para responder a essa pergunta, faz-se uso de uma abordagem de engenharia de sistemas, mais especificamente, a aplicação do método de engenharia de sistemas no modelo de ciclo de vida do sistema. Os resultados demonstraram que a ferramenta traz uma visão instrutiva do processo de design e desenvolvimento de um conceito inovador de serviço, produto ou processo, podendo ser complementar à gestão de inovação. Sugere-se que a metodologia aplicada possa ser projetada para outras empresas, e também ser utilizada para desenvolvimento de um software de suporte à gestão de inovação.
Innovations in healthcare are present in new products, services and processes used to diagnose, monitor, prevent and indicate the most appropriate treatment to the patients. The known diseases represent a huge challenge to elaborate new diagnosis procedures and treatments, considering especially lengthening people¿s life and cost reduction. This present study, which uses a medical diagnostic company recognized for innovation as a sample, intends to analyse the process to implement innovations the company. The question it aims to understand is if a system engineering method can be used to complement innovation management, in order to understand the steps it take until innovation launch and also to have a better integration between different businesses units involved in innovation launch processes. To answer this question, a system engineer approach is used as methodology, more specifically, the system engineering life cycle model. Results shows that the methodology provides an instructive view of innovations design and development processes, which may be complementary to innovation management. The results also suggest that the methodology can be used in other companies, and can be applied to design a software to support innovation management.
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Modiri, Yashar, and Oskar Olsson. "The Dawn of a New Era : A Case Study of an Incumbent Car Manufacturer’s Transition to Electric Cars." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-414577.
Full textAbstract:
How do firms tend to their current viability while remaining competitive in the long-term? This question lays out the basis for this thesis by highlighting their conflicting logics through the concept of organizational ambidexterity. Literature makes a distinction between competing in mature markets and existing technologies (exploitation) versus new markets and new technologies (exploration). The preponderance of studies shows that, as firms grow larger, they tend to form core rigidities in their culture, structure and processes that hamper their efforts to adapt to the changing environment. By overemphasizing exploitative activities, future challenges or opportunities remain unexplored which can have a devastating effect in the event of radical, external changes. The cases of Nokia and Kodak should serve as cautionary tales in this regard. The automotive industry is currently undergoing a transition to electric cars. We conduct a case study at Volvo Cars from a senior leadership perspective, to illustrate the importance of exploration and how it can be legitimized during an industry transformation. Our work points to three major findings. First, communicating the importance of the transformation with the rest of the organization is imperative to creating goal alignment. Secondly, interorganizational collaboration in R&D helps Volvo to tap into knowledge that resides outside the organization and thereby increasing the chances of a successful transition to electric cars. Thirdly, agile management contributes to knowledge diffusion and is a powerful tool to counter organizational inertia by adding to firms’ speed and responsiveness, making them act more similarly to smaller, entrepreneurial firms.
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Clement, Juliette. "Organizational design of ambidextrous organizations." Master's thesis, 2018. http://hdl.handle.net/10362/120108.
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Andrade, Pedro Nuno Campos de. "O papel do commitment na gestão da performance: estudo de caso na empresa Vortal S.A." Master's thesis, 2011. http://hdl.handle.net/10071/4059.
Full textAbstract:
A competitividade entre as empresas é cada vez maior o que faz com que o desempenho dos
colaboradores da organização tenha que ser superior para a manutenção ou desejavelmente
aumento da posição de mercado da empresa de modo a crescer e aumentar a sua rentabilidade.
No entanto, a performance da organização depende fortemente da performance individual das
pessoas que a compõem e do seu envolvimento para com a mesma.
Perante a problemática das organizações ambidextras, pretendeu-se estudar a performance à
luz do commitment1 cujo modelo tripartido defende que os colaboradores poderão estar na
organização porque querem, devem ou porque não possuem alternativa.
Para além do estudo do desenvolvimento do commitment e da consequente performance dos
colaboradores da empresa alvo de estudo de caso – Vortal S.A. – analisaram-se antecedentes
do desenvolvimento do commitment e a sua relação com a performance e outros outputs.
O estudo de caso comprovou muitos dos pressupostos existentes através de outros estudos
empíricos nomeadamente, a performance ser superior em colaboradores cujo commitment é
predominantemente afectivo.
A análise estratificada da organização permitiu uma comparabilidade de resultados cujas
correlações mostraram ainda que a componente da cultura organizacional2 desempenha um
papel fundamental na gestão da organização e no desenvolvimento do commitment. A cultura
de relações humanas e de sistemas abertos apresentaram uma correlação positiva com o
commitment enquanto que os seus opostos, a cultura por objectivos e de processos internos,
uma correlação negativa.
Os resultados mostraram ainda uma correlação positiva de 0,871 entre a cultura de relações
humanas e a performance o que se constituiu, junto com outros resultados como linhas
orientadoras da gestão da performance das organizações.The competition between organizations is rising which makes the individual performance to be superior in order to maintain and desirably increase the organization market position to grow up and, consequently, raise the company profitability. Nevertheless, organizational performance strongly depends on the individual performance of its employees and their commitment to it. In the presence of the ambidextrous organizations problematic, is aimed to study the performance having in mind the commitment tripartite model that argue that people could be in the organization because they want, they should or they have no choice. Beyond the study of the commitment development and the consequent people performance of the case study company – Vortal S.A. – were analysed the commitment antecedents and their relationship with the performance and others organizational outputs. The case study confirmed many of the literature assumptions like the fact that the performance be higher in employees that are mainly affective committed to the organization. The organizations stratified analyses allow the results comparability where the correlations have showed that the organizational culture represents a vital role in organizations management and commitment development. The clan and adhocracy cultures showed a positive correlation with the commitment while their opposites, the market culture and hierarchy culture, showed a negative correlation. The case study results also expressed a positive correlation of 0,871 between clan culture and the performance that represents, with other outcomes, important guidelines in organizations management.
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Redden, Douglas. "Dynamic Capabilities to Evolve an Ambidextrous IT Organization." 2016. http://scholarworks.gsu.edu/bus_admin_diss/65.
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Digital disruptions are changing the healthcare ecosystem, requiring organizations to rethink IT strategies and develop new IT competencies. This study focuses on the exploitation and exploration tension that managers face within an IT organization of a global pharmaceutical company, and their response to the related environmental exigencies in healthcare. Dynamic capability theory (DC) provides the overall framing, while ambidexterity provides an understanding of top management’s response to the exploit–explore tensions that arise. This engaged scholarship longitudinal case study takes a shifting stories methodological approach to elicit participants’ reflections and interpretations of significant events, including their own role in evolving the ambidextrous posture of the IT organization. Through rich description stories, process related decisions have been revealed, and have provided an understanding into organizational reconfiguration of IT resources. Subsequently, this resulted in a situated grounded model for understanding DC and OA for this case. Practical insights are offered on how dynamic capability theory could be applied for IT management to be smarter at becoming more ambidextrous.
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Chen, Yen-po, and 陳彥伯. "The Research of Performance Management in the Ambidextrous Organization." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/583g3g.
Full textAbstract:
碩士國立中山大學
人力資源管理研究所
102
With Globalization and increasingly competitive global market today, Taiwan''s entrepreneurs continuously to improve and strengthen their current business and maintain existing markets, often time they have to try and develop new business and retrieve new market opportunities simultaneously. Scholars recently found a way to properly managing the integration of new and old business through “Ambidextrous Organization”. Hence, we the Human Resource personnel, as the corporate strategic partner’s goal here is to assist the development of dynamic competitive ability, and explore the Ambidextrous Organization issues on performance management. This thesis was conducted by Qualitative Research and reached the conclusion and recommendation after interviewing three companies with Ambidextrous Organization: 1. First, the Ambidextrous Organization’s value has a positive impact on the manager’s professional code of conduct and long-term sustainable performance. 2.If the highest management resolve the internal conflict on the goal of the profit in the Ambidextrous Organization with the future market trend as the standard, it has a positive effect on the long-term performance of the organization. 3. If new businesses’ performance linked with the Professional manager’s performance shows a negative impact on long-term performance of dual organizations. 4. The Authorization type, future development types of individual performance management system has a positive impact on the Ambidextrous Organization''s performance management. 5.Top down integration between Individual performance indicators has a long-term positive impact on organizational performance. 6. The link between individual performance indicators and the socio-environmental factors has a positive impact on theinter-personal relationship on trust and cooperation.
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Chao, Chi-Nan, and 趙基楠. "From NTT DoCoMo to Analyze The Operation of Ambidextrous Organization." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/24328467399008191484.
Full textAbstract:
碩士國立政治大學
企業管理研究所
94
As time goes by, organizational structure will be transformed from organic to mechanic form. However, organization must start a new division because the condition of hyper-competition would make core technology become obsolete. Therefore it is so common that new and old divisions co-exist in an organization, but they are not necessarily operated independently. Between them can both attain higher positive-spiral performance through the cross-division committee under “compatible of new and old divisions” vision and such the organizational structure is called “Ambidextrous Organization” in literatures. In this research, ambidextrous organization will be discussed from inner sides to outer ones: starting from the definition and core composing thoughts: structural ambidexterity, which means training employees’ behaviors to be ambidextrous through structural changes, and contextual ambidexterity, which means upper managers’ ambidextrous actions are stimulated from middle or lower employees. Following the core composing parts matches not only the external structural forms: structural ambidextrous organization, contextual ambidextrous organization, and organization which mix the thoughts of structural and contextual ambidexterity but also the process from value resonance of co-workers to knowledge sharing and creation. Following the case analyzing method will be used to explain the operation of ambidextrous organization putting into practice: Take NTT DoCoMo for instance, this research will show the strategic rethinking of” from close platform of telecom value-added concept to open platform of internet value-creation concept”, the corporate transformation of” cross-divisional strategic community and leadership-based strategic community which converge a common consensus of all strategic communities” and the change management of” directing the interaction among strategic communities and knowledge discovering, distributing, and accumulating”. Case comment and other supportive cases will be mentioned to fully analyze the concrete operation of ambidextrous organization. After the case description and comment, this research will further propose three propositions: First, high level managers should take visions comparable of new and old divisions or they would be in serious wrangling over the resources. Second, considerate and visionary leading competence is the key to successfully managing the operation of ambidextrous organization. Third, structural and contextual ambidexterity thoughts are interactive and mutual-inclusive, especially when using the system of ambidextrous organization for a long time.
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Chia-ChiChang and 張佳琪. "Technological diversification, ambidextrous innovation andfirm performance: Considering the organizational moderators." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/31133859594767481686.
Full textAbstract:
博士國立成功大學
工業與資訊管理學系
103
Although the issue of ambidextrous innovation is receiving increasing attention, its antecedents, moderators, and consequences remain largely unexplored. The goals of this study are therefore not only to investigate the performance effects of such innovation, but also to identify the possible antecedents and moderators. This study used a sample of 1,595 firm-year observations for manufacturing firms in the S＆P 500, spanning the period 2001-2013, to test the proposed hypotheses. The results show that a higher level of ambidextrous innovation leads to better performance. A firm with a diversified technological portfolio is thus likely to achieve higher degrees of ambidextrous innovation as well as see better firm performance. The empirical findings also reveal that ambidextrous innovation plays a mediating role in the relationship between technological portfolio and performance. Furthermore, absorptive capacity is found to strengthen the relationship between technological diversification and ambidextrous innovation, while the moderating effect of financial slack on the relationship between technological diversification and ambidextrous innovation is not found.
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HSIEH, MING-KAN, and 謝明侃. "The Dilemma of Pursuing Institutionalization or Agility: An Ambidextrous Organization Design." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/56419418692399268904.
Full textAbstract:
碩士國立臺灣科技大學
管理研究所
101
Since the limitation of scale of operation has led to the competition pressure in Taiwanese financial institutions, consolidation has become a popular strategy to survive in this industry. In addition, when the scale of e-trading is growing rapidly, the information capability is of critical importance as well. However, management may confront with the dilemma that different financial institutions have conflict IT logics in the consolidation process, which may lead to the inefficiency of information integration. In May 2009, KGI merged TISC and has become the top two security company of Taiwan. However, KGI general manager, James, was confronted with the above-mentioned problem. James decided to think out of the box. An IT profession, Steven, was employed into KGI’s EC department, a business operation unit rather than IT department (Case A). Steven found that KGI’s IT design logic emphasized on following the institutional rules, and has less transaction risk and low flexibility; in contrast, TISC’s IT design logic emphasized on agile responding to business needs, and has a higher hidden transaction risk and high flexibility. New KGI needed to solve the dilemma of pursuing institutionalization or agility. After a thoughtful consideration, by using the design of Hong Kong International Airport as a metaphor, Steven successfully convinced the management to redesign the electronic commerce department as an ambidextrous IT organization to solve the dilemma (Case B). By using this teaching case, several themes can be discussed including the resource integration in M&A process, the organizational changes issue, the design of management control systems and the design of ambidextrous organization. Keywords: Resource Integration; Organizational Change; Management Control Systems; Ambidextrous Organization Design.
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Tseng, Wei-Kuo, and 曾為國. "The Effect of Entrepreneurial Orientation, Organizational Slack, Ambidextrous Innovation and Organization Performance on Starup-Absorptive Capability and Relational Capital as Moderators." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/a4j3xn.
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博士國立中興大學
企業管理學系所
106
This study mainly discuesses the mediating and moderating effects of Dual Innovation (i.e., explorational and exploitation innovation), relationship capital, and absorptive capacity. In order to enrich the multi-relationship between entrepreneurial orientation and organizational performance in the past literature. At the same time, for the startup company, it is more understanding of the influence of the internal and external factors (i.e., relationship capital and absorptive capacity) and Dual Innovational capability of the highly entrepreneurial oriented startup complay can be more prominent.This study is mainly based on start-up company within 10 years and explores the relationship between entrepreneurial orientation, organizational resources and organizational perforeance (i.e., financial performance, market performance, and innovational perforance), amd the mediating and moderating effects of Dual Innovation (i.e., explorational and exploitation innovation), relationship capital, and absorptive capacity. This study takes the service industry of the new venture as the main research object and distributes it as a questionnaire. 137 valid questionnaires were collected and used for data analysis and empirical research. The empirical results found that (1) Entrepreneurial orientation (i.e. innovative, take calculated risks, proactive) has a significantly positive impact on explorational innovation; (2) Organizational slack has a significantly positive impact on explorational innovation; (3) Explorational innovation positive impact on organizational performance; (4) Exploitation innovation positive impact on organizational performance; (5) Absorptive capability enhances the positive effect of entrepreneurial orientation on explorational innovation; (6) Absorptive capability enhances the positive effect of organizational slack on explorational innovation; (7) Relationship Capital enhances the positive effect of entrepreneurial orientation on explorational innovation; (8) Relationship Capital enhances the positive effect of organizational slack on explorational innovation. Finally, based on the results of research and analysis, this study proposes theoretical and management implications and makes recommendations for future research.
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Hsu, Hsiu-An, and 許修安. "The Relationship between Ambidextrous Intellectual Capital and Organizational Performance: A Moderated Mediation Model." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/svs537.
Full textAbstract:
碩士國立彰化師範大學
人力資源管理研究所
107
The purpose of this study is to explore the mediating effect of ambidextrous orientation on ambidextrous intellectual capital and organizational performance, the moderating effect on high performance work systems and ambidextrous leadership on ambidextrous intellectual capital and ambidextrous orientation, and the moderating effect on the interaction of high performance work systems and ambidextrous leadership. The study’s sample is 1896 large publicly listed Taiwanese firms in total. The study conducted a survey on the senior managers and obtained a total of 201 effective questionnaires in the end. The theoretical frame work was evaluated and verified by confirmatory factor analysis (Mplus) and hierarchical regression analysis (SPSS PROCESS). The results showed that: (1) The relationship between ambidextrous intellectual capital and organizational performance can be mediated by ambidextrous orientation. (2) High performance work systems can’t moderate the relationship between ambidextrous intellectual capital and ambidextrous orientation. (3) Ambidextrous leadership can’t moderate the relationship between ambidextrous intellectual capital and ambidextrous orientation. (4) The interaction of high performance work systems and ambidextrous leadership can moderate the relationship between ambidextrous intellectual capital and ambidextrous orientation.
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HUNG, OU CHE, and 歐哲宏. "A Study of paper industry Organizational Innovation in Taiwan－dual core and ambidextrous Perspective." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/sxw485.
Full textAbstract:
碩士長榮大學
經營管理研究所
95
At present, Taiwan economic development is affected by the “IPLC” model. It causes the industries face a difficult choice, which is to leave or stay in Taiwan. However, the raw material is in short supply in Taiwan paper industry and usually relies on the import. For the reason, the cost is getting high and losing the International competitiveness. For many years, Taiwan paper industry has continued to pursue innovation of the technical and the management, and the related industry conformity or the strategy alliance. These ways will be helpful to avoid the fatal competition of discounting in the market, and promote the economies of scale and the International competitiveness. The study focuses on Taiwan paper industry and constructs the measuring model of organizational innovation for the industry. In order to understand how the factors affect the organization innovation and be the guidelines for improving innovation management plan and the execution, the study focuses on “organization innovation”、“technical innovation”, and “management innovation” to carry out the relation study of each indicator. Through the use of surveys, descriptive statistic, factor analysis, reliability analysis, expert discussion, AHP, z-transformation, matrix analytical method, regression analysis, the conclusions of this study are： 1. All experts claim that the technical innovation is more important than the management innovation. 2. In the study, importance and administration of the organization innovation are positive related obviously. However, there are still some important indicators that show undesirability in the reality. Thus, the industry should improve the problems. 3. In the study, the importance and administration of production innovation and process innovation are the highest and strategic innovation secondarily. On the contrary, the importance and administration of marketing innovation is the lowest. 4. The Taiwan paper industry’s company organizational structure mostly belongs to the mechanical type organization. Its organizational structure is more official and the centralization. According to the dual-core model and ambidextrous model perspectives, the argument is: The organic organization is helpful for technical innovation, the mechanical type organization to be helpful for management innovation. When Taiwan paper industry is on the stage of management innovation, it should be possible to grasp fully the organization resources to carry on the strategy innovation. Regarding the marketing innovation, it should integrate with the product innovation and adjusts the organizational structure moderately to reduce the time of product development. In addition, the paper industry should emphasis the benefit that come from marketing innovation, and gets rid of product-oriented competition strategy.
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Tasi, Pin-Chieh, and 蔡秉玠. "A Research on Simulation Platform for Business Model Innovation: Evolution from Exploration to Ambidextrous Organization." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/02936958353379182236.
Full textAbstract:
碩士國立中央大學
企業管理研究所
96
As a company engages in more and more business activities, relations amongst these activities tend to get increasingly complicated. In order to explore the connotations underlying these activities, the research aims to construct an experimental platform to manipulate causal maps and simulate Bayesian Networks built upon elements representing corresponding business activities. This research has proposed a 16-grid typology which serves possible directions for innovative improvement of the target company. The research has also constructed core element frameworks suited for exploitative, exploratory and ambidextrous organizations respectively. Through the platform mentioned above, the research hopes to explore the ways in which an exploitative organization can enhance her existing exploitative activities and learn new exploratory activities for higher profit margin and better market opportunities. As well as to identify the business elements which pose the greatest effect on profit margin and market opportunities. The research adopts a qualitative and quantitative approach to gain better understanding of the casual relationships among these business elements. The qualitative part of this research includes grounded coding of the interview transcripts, construction of causal maps using elements extracted through grounded coding, and finally structural analysis of the casual maps. The software utilized are Nvivo, Pajek and Ucinet. The quantitative part of this research includes construction of Bayeisan Networks from the causal maps, and simulation of the degree of causal influence among the business elements. As well as discovering the dominant skeleton of the business model. The software utilized is BayesiaLab.
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Lee, Po-hsun, and 李柏勳. "A Research on Simulation Platform for Business Model Innovation: Evolution from Exploitative to Ambidextrous Organization." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/58518646786365558477.
Full textAbstract:
碩士國立中央大學
企業管理研究所
96
As a company engages in more and more business activities, relations amongst these activities tend to get increasingly complicated. In order to explore the connotations underlying these activities, the research aims to construct an experimental platform to manipulate causal maps and simulate Bayesian Networks built upon elements representing corresponding business activities. This research has proposed a 16-grid typology which serves possible directions for innovative improvement of the target company. The research has also constructed core element frameworks suited for exploitative, exploratory and ambidextrous organizations respectively. Through the platform mentioned above, the research hopes to explore the ways in which an exploitative organization can enhance her existing exploitative activities and learn new exploratory activities for higher profit margin and better market opportunities. As well as to identify the business elements which pose the greatest effect on profit margin and market opportunities. The research adopts a qualitative and quantitative approach to gain better understanding of the casual relationships among these business elements. The qualitative part of this research includes grounded coding of the interview transcripts, construction of causal maps using elements extracted through grounded coding, and finally structural analysis of the casual maps. The software utilized are Nvivo, Pajek and Ucinet. The quantitative part of this research includes construction of Bayeisan Networks from the causal maps, and simulation of the degree of causal influence among the business elements. As well as discovering the dominant skeleton of the business model. The software utilized is BayesiaLab.
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Chang, Li-Wei, and 張立緯. "Case Studies of Applying Amoeba Management in an Industrial Computer Company: The Ambidextrous Organization Perspective." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/tcaxu6.
Full textAbstract:
碩士國立臺灣師範大學
高階經理人企業管理碩士在職專班(EMBA)
104
In the industrial computer industry, the business boundary of consumer computer industry has gradually blurred because the rapid development of science and technology. The requirement of specific vertical market applications are changed from platform provider to service provider and the enterprise is also changed from traditional manufacturer to technology solution service provider. It cause industrial computer company faces the challenges and need to find the new strategy of organization to increase their competitiveness. To analyze the challenge and limitation when industrial computer company adopts the Amoeba Management to activate the various departments and integrate different resources, skills and knowledge in order to gain synergy form the viewpoint of ambidextrous organization perspective in this study. To get more objective review and analysis, here uses case analysis method with the tool for organization issue analysis, then provide the result to prevent the related for relevant company's reference.
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hen, Ho-hsin, and 陳河鑫. "How do IC Foundries Manage Technological Change by Ambidextrous organization The Case of Aluminum-Copper Process Technological Transition." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/61398860929245299410.
Full textAbstract:
碩士國立臺南大學
科技管理研究所碩士班
100
In 1988, IBM, after twenty five years of developing the copper process for semiconductor manufacturing, formally launched the technology (also known as Damascene). Back then, the technology was extremely limited in research application. Much breakthrough was needed before it could be used for manufacturing yield or product applications. The copper process is mainly used in components such as SoC (system on a chip) and graphic components. The process requires logics components below 0.15um, or even 0.13um, before mass production in the copper process is possible. The news of IBM’s initial breakthrough had a powerful impact to the semiconductor industry. At that time, the aluminum process was still the mainstream method of the semiconductor process technology, which was evidenced by TSMC’s aggressive pursuit of the 0.18um aluminum technology. Given the importance of the 0.15um copper process, the simultaneous effort of the aluminum and copper projects resulted in technological discontinues. In 2000, the world’s two largest semiconductor OEM companies, TSMC and UMC, began to devote their resources to the development of semiconductor copper process in the hope of a breakthrough and securing the leadership position. During technological shifts, TSMC leveraged organizational changes to create a profitable niche and maximize competitive advantages. In a highly fluctuating and competitive environment, corporations must be committed to a “dual component” model, through the concurring effort of exploring and taking actions in order to survive, strengthen, and prosper. Reorganization is not only a prerequisite to long-term success; how to effectively engage in organizational changes has also become one of the most needed skills for corporate leaders. The present research aims to study TSMC’s successful model in order to provide benchmarking insights into corporate reorganization. More specifically, the study explores how the company developed new technologies for success while leveraging current strengths in order to ensure their leadership position, create a profitable niche, and maximize competitive advantages.
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WANG, YU-HSUAN, and 王于宣. "To Probe The New Ventures of High-tech Industries For Their Technological Innovation Competence by The Ambidextrous Organization." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/7urc9r.
Full textAbstract:
碩士東海大學
資訊管理學系
105
The Technological innovation capability of the high-tech new ventures is the key factor of the success or failure for the enterprise. In the past, the papers were mostly measured by quantitative indicators. The departments in the technological innovation process of high-tech new ventures is interlocking with each other. Therefore, the paper systematically extends the grounded theory to deeply probe. The paper will explore the four groups of ambidextrous organizations in the exploration and exploitation of high-tech new ventures: differentiation and integration, individual and organization, static and dynamic, internal and external will impact on technological innovation, and then understand the importance of ambidextrous organizations for long-term ventures performance. Therefore, the paper will explore the Technological innovation capability of the high-tech new ventures by ambidextrous organizations. The paper divided the high-tech new ventures into two categories of success cases and failure cases. According to the classification, the paper sorted out the selection of medical care system, long-term care of medical systems and CIGS solar panels. By interviewing the key innovative managers and the observation of entrepreneurial process. From the process of ambidextrous organizations concludes the essence of the new ventures innovation capability and provides the qualitative measurable indicators of ambidextrous organizations, the paper provides the new ventures of Taiwan a reference for establishing the assessment of technological innovation.
32
Casey, Robert T. Jr. "How are Electric Utilities Responding to the Impact of Renewables? Exploring an Integrative Approach to Ambidextrous Business Behavior." 2015. http://scholarworks.gsu.edu/bus_admin_diss/52.
Full textAbstract:
In the U.S., clean energy goals and the move towards a clean energy economy are causing the electric power sector to add emerging and innovative renewable energy resources into their generation mix. Electric utilities (EU) face a monumental challenge to create, deliver, and capture value from emerging and disruptive technologies. This study seeks to address the impact of solar photovoltaics on the EU market by investigating the role of business model changes within the domain of urban and rural U.S. electric utility organizations. By integrating the evolving EU business model with the Competing Values Framework (CVF), a new lens is created to assess the changing and evolving business behavior within the EU industry. Furthermore, a predictive and prescriptive tool emerges associated with organizational ambidexterity (OA). Finally, four lessons are presented that will help EU leaders become more anticipatory, adaptable, and responsive in this changing renewable environment.