A Multi‐Level Model for Organizational Ambidexterity in the Search Phase of the Innovation Process

Abstract

Innovation is one of the most critical means in supporting and improving the competitive position of the firm, in particular, and a firm’s survival and growth depend greatly on its ability to balance the exploitation of existing knowledge with the exploration of new possibilities, by building ambidexterity capability. While different alternatives to realize the simultaneous reconciliation of exploration and exploitation at an operational level have been proposed, how organizations build ambidexterity capability is not fully understood. The aim of this paper is thus to explore how exploration and exploitation balancing can be achieved in practice. We decided to focus on the early phase of the process where firms search for new ideas with which to renew themselves. To this end, we analysed the search phase of a highly innovative technology-based company by investigating structural design choices combined with the presence of specific roles and searching practices. The results show how the exploration and exploitation balancing act can actually be achieved and maintained through a multi-level approach that integrates both the operational and the strategic levels. Our findings thus contribute to the organizational ambidexterity literature, by proposing a first interpretative model for dealing with ambidexterity in the search phase of the innovation process

Impact Of Ambıdextrous Marketıng On Market And Fınancıal Performance

“…After confirmatory factor analysis, we employed structural equation modeling (SEM), using Linear Structural Relations (LISREL) 8,54 program to analyze the data and test the research hypotheses. SEM was RUN and the model fit indexes were within the acceptable range but H1 path way t-value was not significant (t= 1,02 at p > 0.05).…”

“…Creating ambidextrous functions has been suggested as one possible solution, which involves the synchronous pursuit of both exploration and exploitation [4]. The aim of this study is therefore to explore how marketing exploration and marketing exploitation can be simultaneously achieved, through a multilevel analysis that integrates the operational as well as the managerial level [8]. Furthermore, in the literature, it can be argued that ambidexterity influence organizational performance [3,5,9,10,15,20,26,30,34,57,58].…”

“…It is vital for organizations to develop marketing capability to challenge by global competitive pressures that are difficult to foresee [8]. Therefore, one of the issues that marketing literature most often works in is marketing capabilities [43].…”

Global pressure or national identity: Strategic challenges for Russian business schools

“…Although the issue of removing tension associated with organizations' pursuance of "ambidexterity", is still insufficiently studied (Cantarello et al, 2012), the development of traditional internal ventures by traditional business schools via structural separation is one of the most effective strategic decisions.…”

A multidimensional profile model of ambidexterity and innovation: an empirical case study

“…Consequently, recent research has put forward more complex views in which the development and sustenance of ambidexterity depends on combinations of structural, contextual, managerial and cultural aspects (Cantarello et al, 2012). These combinatory views argue that structural differentiation requires integrative efforts and mechanisms between the explorative and the exploitative activities, in order to coordinate them and create synergistic effects of ambidexterity (Jansen et al, 2009;Cao et al, 2009;Raisch et al, 2009).…”