Continuously Hanging by a Thread: Managing Contextually Ambidextrous Organizations

Güttel, Wolfgang H.; Konlechner, Stefan

doi:10.1007/bf03396782

Cited by 99 publications

(95 citation statements)

References 65 publications

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“…The dual aspects of the organizational culture (i.e., consistency and adaptability) in the process of organization management were further developed as the concept of ambidextrous organizational culture [19]. Recent work has focused on the question as to what kind of organizational culture promotes the development of organizational systems, and processes [21]. Wang and Rafiq [19] suggested shared vision and organizational diversity as the main elements that constitute an ambidextrous organizational culture.…”

Section: Organizational Ambidexterity Ambidextrous Leadership and Cumentioning

confidence: 99%

“…In other words, the adaptive culture and consistent culture, if fostered properly, could be complementary and compatible in the project management and implementation process. The adaptive culture could promote diverse knowledge, and various viewpoints to encourage the development under rules or disciplines [21], which was associated with transformational behaviors. The consistent culture would ensure the behavior norms in terms of the shared vision and direction to achieve the project goal, which also was associated with transactional behaviors.…”

Section: The Mediating Effects Of Ambidextrous Culturementioning

confidence: 99%

“…Gibson and Birkinshaw [10] state that an organization should avoid both too much discipline as well as too much support or trust. However, the question regarding the type of organizational culture that could promote and enable the organizational ambidexterity remains [21]. Furthermore, the organizational culture has rarely been conceptually tested in the organizational ambidexterity literature.…”

Section: Introductionmentioning

confidence: 99%

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Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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Section: Organizational Ambidexterity Ambidextrous Leadership and Cumentioning

confidence: 99%

Section: The Mediating Effects Of Ambidextrous Culturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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“…Introduced by Gibson and Birkinshaw (2004), this view proposes that the successful management of ambidexterity rests on the creation of an organizational context in which stretch, discipline, support, and trust interact in productive ways. Thus, it is argued that the organizational value system, incentive structures, and the corporate culture enable employees to spend their time on both alignment-focused and adaptabilityfocused activities-and to pursue both efficient execution and creative experimentation (e.g., Adler et al, 1999;Güttel and Konlechner, 2009). …”

Section: Three Approaches To Organizational Ambidexteritymentioning

confidence: 99%

Introducing conflict as the microfoundation of organizational ambidexterity

Martin

Keller

Fortwengel

2017

Strategic Organization

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Acknowledgments:We are grateful to Gianmario Verona for his editorial guidance and the three anonymous reviewers for their developmental reviews. We also thank Kamini Gupta for useful comments. Furthermore, we wish to thank Tom Mom for feedback on a previous version of the manuscript, as well as the participants of the EURAM 2014 track 'The microfoundations of organizational ambidexterity: Multilevel insights'. 2 AbstractThis article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, i.e. engage in both exploitation and exploration.They may sequentially shift the strategic focus of the organization over time; they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative; or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of organizations, units, and individuals. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this paper opens up promising research avenues to examine how organizations purposefully manage ambidexterity.

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“…Thus, the management of complementary assets will provide potential research area to explain how the complementarity among various technological innovation capabilities can be effectively used for building new product (Zaidi & Othman, 2013) that is not just unique but also difficult-to-duplicate by competitors, hence, sustaining the firm's competitive advantage. Secondly, since this study is taking the perspective of firm's abilities to exploit and explore the internal and external resources in response of dynamic environments, the monitoring activities that are important for NPD should be stressed (Guttel & Konlechner, 2009;Schreyogg & Kliesch-Eberl, 2007). This is because the monitoring of both internal and external activities are the keys for continuously creating alignment between NPD and market need.…”

mentioning

confidence: 99%

Managing Technology and Change in New Product Development (NPD): A Dynamic Capability Perspective

Zaidi

Othman²

2014

IJARBSS

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This paper derives from the perspective of dynamic capability (DC) that foresees sustainable competitive advantage can be achieved through firm's ability to continuously create alignment between new product development (NPD) and market need. By highlighting the inter-related issues, and with thorough critical review on the relevant literature, this paper proposes a conceptual framework for easy explanation of the concept. As a result, this paper contributes to better understanding of DC concept for managing technology and change in NPD. The potential areas for future studies are highlighted at the end of discussion.JEL Classification: O31, O32, O33

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Continuously Hanging by a Thread: Managing Contextually Ambidextrous Organizations

Cited by 99 publications

References 65 publications

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Introducing conflict as the microfoundation of organizational ambidexterity

Managing Technology and Change in New Product Development (NPD): A Dynamic Capability Perspective

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