Ambidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation

Scott, Nehemiah

doi:10.22215/timreview812

Cited by 5 publications

(7 citation statements)

References 22 publications

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“…O´Reilly III concept ( 2004), because it has achieved competitive advantages, simultaneously producing radical and incremental innovations in a balanced way, as described by Scott (2014) and Kang and Hwang (2019).…”

Section: Discussionmentioning

confidence: 99%

“…These organizations were denominated "ambidextrous", the same word used to describe a person able to use both hands equally well. Scott (2014) demonstrated that this concept arose in 1976 based on the work by Robert Duncan. Since that time, this concept has been widely used in a range of corporate interest areas, especially in innovation management.…”

Section: Ambidexteritymentioning

confidence: 99%

“…The balanced, strategic use of exploitation and exploration has been the subject of many recent studies, such as that by Scott (2014), mentioned above, which introduces the concept of ambidextrous organization: a new innovation model applied in a mature industrial company. Articles coordination as a dimension of ambidexterity, while a strategic mechanism to monitor exploration and exploitation operations to assure that neither one is overly stressed.…”

Section: Ambidexteritymentioning

confidence: 99%

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Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company

Álvares

Barbieri

2021

Int. J. Innov.

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Objective of the study: Analyze how Horizontal Innovation enables a company to produce radical and incremental innovations, making it ambidextrous.Methodology/approach: The research is a case study at a mature Brazilian company that puts Horizontal Innovation based on its Employee Suggestion System (ESS) into practice. A total of 18 interviews were conducted, including: all 4 directors and all 10 managers of the organization, in addition to 2 coordinators and 2 researchers.Originality/Relevance: The paper creates and defines the concept of Horizontal Innovation: a type of innovation that originates from all employees, usually stemming from an ESS. The study shows, based on continual ESS operations, how a company can achieve ambidexterity and systematically produce incremental, radical products and processes.Main results: ESS produces radical innovations as well as incremental ones, although the latter occur more frequently, and lead to Horizontal Innovations. The systematic search for Horizontal Innovations paves the way for a company to become ambidextrous, promoting, with the same competence, these two types of innovation.Theoretical/methodological contributions: The study contributes to the debate that defends the viability of innovative ambidexterity, and to new insights that clarify how a culture that stimulates ambidexterity can influence the ambidextrous behavior of employees through Horizontal InnovationPractical implications: A new type of innovation is proposed and described, reinforcing the value of an ESS as an important management tool. The case enables comparisons and contrasts with others for best practices benchmarking.

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Section: Discussionmentioning

confidence: 99%

Section: Ambidexteritymentioning

confidence: 99%

Section: Ambidexteritymentioning

confidence: 99%

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Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company

Álvares

Barbieri

2021

Int. J. Innov.

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“…The growing evidence in the literature points out to the significant relationship between innovation ambidexterity and SME business achievement internationally. In addition, firms that depend heavily on refining or improving its existing technology capabilities and do not invest in new technology, choosing wrong technology or not much responsive to the culture of a particular market have high propensity to be unsuccessful in their businesses (O'Reilly & Tushman, 2013;Scott, 2014;. Innovation comprises of two major categories, including technological innovation and non-technological innovation (O'Cass & Weerawardena, 2009).…”

Section: Innovation Ambidexteritymentioning

confidence: 99%

Catalytic Agent for Strategic Innovation Ambidexterity: The Role of Human Capital

Mashahadi

Ahmad

Mohamad

et al. 2017

JIBE

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Developing exploitation and exploration innovation capability is enormously critical for small and medium enterprises (SMEs) to attain comprehensive endurance in borderless business battlefield. To better understand the extent to which SMEs realize strategic innovation ambidexterity, this study develops a theoretical framework that associates human capital to strategic innovation ambidexterity. Grounded by the Theory of Dynamic Capability, this present study examines the effects of the subsequent predecessor in predicting technological and non-technological innovation ambidexterity among SMEs operating internationally specifically; general human capital and specific human capital. Data were collected via self-administered questionnaires from herbal-based SMEs who participated in this study. A quantitative approach was adopted, and hypotheses were tested using Partial Least Squares (PLS) analysis. Findings showed that general and specific human capital positively influenced the development of strategic technological and non-technological ambidexterity. This study provides evidence on the pivotal role of human capital in SMEs located in a developing country.

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“…Strategic ambidexterity is crucial as firms that depend heavily on refining or improving its existing technology capabilities and do not invest in new technology, choosing wrong technology or not so much responsive to the culture of a particular market have high propensity to be unsuccessful in their businesses (O'Reilly & Tushman, 2004;Lubatkin et al, 2006;Chen & Ling, 2010;Chang et al, 2011;O'Reilly & Tushman, 2013;Scott, 2014;Wei et al, 2014). In order to sustain both short-term and long-term performance, firms are suggested to take a balance measure between these two acts; exploit the existing capabilities and explore new capabilities in the manufacturing capacity or technological innovation capacity (O'Reilly & Tushman, 2004;Lubatkin et al, 2006;Chen & Ling, 2010;Chang et al, 2011;Scott, 2014). Exploitative innovation according to Li et al (2008) is meant to meet the needs of existing customers or market, whereas exploration innovation intentionally to grasp the latent needs of customers or markets.…”

Section: Strategic Ambidexterity As the Dimension Of Dynamic Capabilitymentioning

confidence: 99%

Strategic innovation ambidexterity and the internationalization performance of small and medium enterprises: an insight into herbal-based small and medium enterprises (HbSMES)

Mashahadi

Ahmad

Mohamad

2016

World Journal of Entrepreneurship, Management and Sustainable Development

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Purpose This paper aims to explain the relationship between strategic technological and non-technological innovation ambidexterity and the internationalization performance of HbSMEs. Design/methodology/approach The theory of dynamic capability is highlighted as the main approach to enhance the internationalization performance of HbSMEs. It spells on the importance of continuous improvement, which can be realized by renewing and reconfiguring businesses competencies in response to the changing nature of business environment. The respondents composed of 310 HbSMEs that involve actively in international business activity. The data is analyzed using partial least squares. Findings The results indicate that only strategic non-technological innovation ambidexterity plays critical role in determining the internationalization performance of HbSMEs, while strategic technological innovation ambidexterity creates non-significant impact. Originality/value As resource-constrained enterprises, innovation activity imposed undue burden to Small and Medium Enterprises (SMEs). However, since people are started to shift their preferences on herbal-based products, strategic innovation ambidexterity is critical for HbSMEs to respond to the global herbal market. This research may provide information in which area of innovation should be emphasized by HbSMEs. Here, strategic non-technological innovation ambidexterity has been observed to create positive and significant impact on the internationalization performance of HbSMEs. Therefore, exploiting the existing marketing capability and concurrently exploring new marketing capability are critical for HbSMEs so that businesses could improve its performance in the turbulent nature of international business environment.

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Ambidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation

Cited by 5 publications

References 22 publications

Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company

Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company

Catalytic Agent for Strategic Innovation Ambidexterity: The Role of Human Capital

Strategic innovation ambidexterity and the internationalization performance of small and medium enterprises: an insight into herbal-based small and medium enterprises (HbSMES)

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