Coexistence of structural and contextual ambidexterity - evidences in Indian organisations

Dutta, Swarup Kumar; Guha, Mahua

doi:10.1504/ijams.2015.071142

Cited by 5 publications

(6 citation statements)

References 28 publications

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“…The simultaneous use of exploitative and explorative organisational capabilities has been termed as organisational ambidexterity (O’Reilly & Tushman, 2013; Raisch & Birkinshaw, 2008; Simsek, Heavey, Veiga, & Souder, 2009). In Indian context, a study by Dutta and Guha (2015) identifies the coexistence of structural and contextual ambidexterity.…”

Section: Findings and Discussionmentioning

confidence: 99%

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

Srinivasan

Makhecha

2019

NHRD Network Journal

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In the volatile, uncertain, complex and ambiguous (VUCA) environment, Chief Human Resource Officers (CHROs) have a critical role to play in order to ensure that organisations have necessary human capital and human resource capabilities to deal with multiple strategic shifts. The analysis of data collected in our study reveals that future CHROs acknowledge dual roles—strategic and operational—that they would have to deliver on. While the strategic role is explorative in nature, the operational role is more exploitative in nature and hence the need for ambidexterity in CHRO roles.

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Section: Findings and Discussionmentioning

confidence: 99%

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

Srinivasan

Makhecha

2019

NHRD Network Journal

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“…So far, pertaining to dual structure or structural differentiation's effect on organizational ambidexterity yield mixed results with positive (e.g. Dutta, 2015;Junni, et al, 2013;Pertusa-Ortega, & Molina-Azorín, 2018) to no effects (e.g. Chandrasekaran, Linderman, & Schroeder, 2012;Hansen et al, 2018)…”

Section: Structural Ambidexteritymentioning

confidence: 99%

Structural Ambidexterity: Exploring Alternative Pro-Ambidexterity Conducive Structural Designs for Recourse-Constrained Organizations

Marri

Soo²,

Ali³

2020

ABR

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Organizational ambidexterity is of paramount importance for the long term success of business organizations operating in an uncertain and dynamic environment. Although the role of a structure by means of structural differentiation (structural ambidexterity) advocated and supported for attaining organizational ambidexterity, however, it has also received criticism for being counterproductive for recourse-constrained organizations. Despite the fact, less focus has been devoted to finding alternative organizational structural design approaches for predicting organizational ambidexterity in resource-deficient organizations. To heed such persisting knowledge gap, this study highlighted four possible alternative organizational structural designs that may be useful for resolving the exploration and exploitation tension and attaining organizational ambidexterity in resource-constrained originations. Such an effort will serve as a reference for future conceptual and empirical research in organizational design and ambidexterity literature.

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“…Another variation is contextual ambidexterity. This involves creating the behavioural capacity among employees for efficient cooperation that leads to synergy effects and cohesion in working styles to achieve the vision/strategic goals (alignment) while simultaneously taking an adaptive approach to change when necessary (adaptability) across an entire business unit (Birkinshaw and Gibson, 2004;Dutta and Guha, 2015).…”

Section: Ambidextrous Leadershipmentioning

confidence: 99%

Indirect ambidextrous leadership as an alternative to direct ambidextrous leadership

Laser

2023

IJOA

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Purpose The purpose of this paper is to differentiate the ambidextrous leadership concept into direct and indirect types to provide an alternative when the requirements of direct ambidextrous leadership cannot be met. Design/methodology/approach Desk research is used in this paper to relate the ambidextrous leadership concept to the roles of leader and manager to more comprehensively determine the requirements for being a direct/indirect ambidextrously leading executive than is possible by referring only to opening and closing leadership or exploration and exploitation. Findings Special requirements in the context of ambidextrous leadership can be transferred from the top executive/chief executive officer to third parties, for example, some control tasks in the area of exploitation can be distributed among the top management team, enabling the top executive to focus on tasks such as developing an organisation-wide vision and its strategic implementation. Indirect ambidextrous leadership exists if the top executive distributes exploitation tasks to third parties. Direct ambidextrous leadership exists if the top executive assumes leadership in both the exploration and exploitation areas. This means that the demands on the top executive are different in direct ambidextrous leadership and in indirect ambidextrous leadership. Originality/value The literature has not yet focused on the differentiation between direct and indirect ambidextrous leadership. This paper contributes towards closing this gap. The potential for indirect ambidextrous leadership can be essential for a company’s success because in addition to direct ambidextrous leadership, it represents the possibility of creating a sustainable organisation in a changing market.

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Coexistence of structural and contextual ambidexterity - evidences in Indian organisations

Cited by 5 publications

References 28 publications

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

Structural Ambidexterity: Exploring Alternative Pro-Ambidexterity Conducive Structural Designs for Recourse-Constrained Organizations

Indirect ambidextrous leadership as an alternative to direct ambidextrous leadership

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