Innovation and efficiency: It is possible to have it all

Sarkees, Matthew; Hulland, John

doi:10.1016/j.bushor.2008.08.002

Cited by 77 publications

(51 citation statements)

References 9 publications

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“…While the generic meaning of ambidexterity is the ability to pursue two apparently contradictory objectives simultaneously, there is no consistent definition across the areas of research. In their study, Turner et al (2013) include a variety of interpretations, including: simultaneous efficiency, innovation and flexibility (Achrol, 1991); exploitative and exploratory innovation (Benner and Tushman, 2003); controllability and responsiveness (Graetz and Smith, 2005); and innovation and efficiency (Sarkees and Hulland, 2009). For the purposes of this paper, we return to its organisational learning roots and define ambidexterity as the ability to use and refine existing domain knowledge (exploitation) while also creating new knowledge (exploration) necessary for the planning and execution of work.…”

Section: Literaturementioning

confidence: 97%

“…The contribution to organisational performance has been shown (see the reviews by Junni et al, 2013;O'Reilly and Tushman, 2013). Indeed, Sarkees and Hulland (2009) found that an ambidextrous firm strategy has a positive effect on four dimensions of performance: sales revenues, profits, customer satisfaction, and new product introductions. It is surprising, therefore, how little empirical evidence exists demonstrating the underlying mechanisms of ambidexterity at the operational level, i.e.…”

Section: Introductionmentioning

confidence: 98%

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Ambidexterity in projects: An intellectual capital perspective

Turner

Maylor

Swart

2015

International Journal of Project Management

119

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We identify the desirability of simultaneously using knowledge assets both to exploit and explore (ambidexterity) and highlight the significance of this for the project context. We use an intellectual capital perspective and theorise that managing projects draws upon human, social and organisational capital. We examine how this is used by managers, in a qualitative study in technology projects, to explain better how ambidexterity is achieved.Ambidexterity in the use of knowledge assets is shown to exist in the practices of managers but without them necessarily having a conscious strategy for it. We identify the mechanisms by which this happens and note the distinctive role of social capital. We demonstrate the integrative nature of the mechanisms, and how each mechanism can involve the deployment of either single or multiple elements of intellectual capital. In so doing we extend the existing theory to the operational level and demonstrate the utility of this approach.

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Section: Literaturementioning

confidence: 97%

Section: Introductionmentioning

confidence: 98%

Ambidexterity in projects: An intellectual capital perspective

Turner

Maylor

Swart

2015

International Journal of Project Management

119

View full text Add to dashboard Cite

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“…The complexity is increased given that innovation can have differential magnitude (from radical to incremental) and involves both an actor (an individual, a group, an organization) in relation to the environment in which the actor operates (Gupta et al, 2007). The pursuit of both innovation and efficiency, also referred to as 'ambidextrous strategy' (Sarkees and Hulland, 2009) in Telco was thus inextricable from the need to manage resultant tensions arising at different levels (Turner et al, 2013).…”

Section: Following This Call Our Research Question Is: How Do Indivimentioning

confidence: 99%

In pursuit of ambidexterity: Managerial reactions to innovation–efficiency tensions

2016

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Whereas tensions arising from the pursuit of ambidexterity have been documented, how these are interpreted and managed by actors themselves remains largely unexplored. Based on in-depth case research in a large Scandinavian-based telecommunications organization pursuing ambidexterity, we identify a path-dependent process of tension interpretation and tension management at different levels of the organization. Our findings suggest that, in the context of an ambidextrous strategy, actors are actively involved in managing arising tensions based on their differing interpretations of these tensions (where ambidextrous demands are seen as complementary, conflicting or interrelated). We find that these interpretations are influenced by actors’ strategic orientation and organizational level. Our study extends understanding of the pursuit of ambidexterity in practice, offering a pluralist, path-dependent perspective of how actors perceive and deal with ambidexterity tensions.

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“…A company does not want to be over-efficient but lacking resources for innovative endeavors. Neither does the company want to be over-innovative but wasting much resources in ideas that lead to nowhere (Sarkees and Hulland, 2009 It is therefore important for a firm to be able to distinguish between profitable and non-profitable ideas at an early stage during the new product development process. The idea funnel with stage gate is such a tool for achieving a systematic selection process.…”

Section: Improve Success Rate Of Creative Ideasmentioning

confidence: 99%

New product development for a food and beverage company: A showcase of evidence‐based management

Man

Lui

Lai

2010

Knowl Process Manag

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We develop a model of new product development which may inform decision-making on innovation and knowledge management in this paper. The new model combines extant theoretical framework and actual practice from a leading Food and Beverage chain in Hong Kong to illustrate how evidence-based management (EBM) can be practiced in new product development. Some salient features of the model include generating new ideas constantly, improving success rate of new ideas, and ensuring collaboration among internal functions. This paper showcases EBM by synthesizing theoretical knowledge and practical wisdom and bringing together academics and practitioners to better understand a new product development model that can be generalized to other companies and industries.

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Innovation and efficiency: It is possible to have it all

Cited by 77 publications

References 9 publications

Ambidexterity in projects: An intellectual capital perspective

Ambidexterity in projects: An intellectual capital perspective

In pursuit of ambidexterity: Managerial reactions to innovation–efficiency tensions

New product development for a food and beverage company: A showcase of evidence‐based management

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