No abstract

No abstract

No abstract

The purpose of this study was to examine the viability of hybrid competitive strategies, which combine differentiation and cost elements, and their impact on organizational performance in comparison to pure strategies and 'stuck-in-the-middle' combinations. Previous studies have focused above all on US data. The analysis carried out in this paper has centred on a multisectorial sample of 164 Spanish firms. The findings show that a large number of the organizations use different types of hybrid strategies and also that such strategies tend to be associated with higher levels of firm performance, particularly those strategies which place emphasis on a greater number of strategic dimensions, and specifically on innovation differentiation.

This paper simultaneously analyzes antecedents and consequences of organizational ambidexterity. Regarding antecedents, the paper examines the influence of internal antecedents (organizational structure) and external antecedents (environmental dynamism). With regard to consequences, the paper analyzes the impact of ambidexterity on firm performance. Moreover, we use two different approaches to ambidexterity (structural and contextual perspectives). The findings show that a hybrid organizational structure, with organic (decentralization) and mechanistic characteristics (differentiation and formalization), and environmental dynamism, influence ambidexterity, and there is a positive impact of ambidexterity on firm performance.