Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities

Abstract

a b s t r a c tWe elucidate the important, though complex, relationship between strategic flexibility and operational efficiency. We incorporate insights from the dynamic resource-based view, ambidexterity literature and managerial practice to explain how two ambidextrous operational capabilities, i.e., mass customization capability and innovative ambidexterity, fully mediate the relationship between strategic flexibility and operational efficiency. Using top-level executive data in India and the United States of America, our structural equation models show that ambidextrous operational capabilities link strategic flexibility and operational efficiency. While informing the debate on developing sustainable competitive advantage, we derive important theoretical and managerial implications for both operations management and strategic management.

Ambidexterity between operation and innovation: A stochastic queuing model

“…Later strategy literature captures this phenomenon by distinguishing exploitation into two dimensions: the repetitive, incremental exploitation and exploration, and respectively ask the relationships between these three elements. Operational literature such as Kortmann et al (2014) further conceptualizes the relationships into two levels of ambidexterity: the operational ambidexterity and innovative ambidexterity.…”

The role of strategic and value chain flexibility in achieving sustainability performance: an empirical analysis using conventional and consistent PLS

“…This adaptive capability is known as strategic flexibility and refers to the "ability of a firm to reallocate and reconfigure its organizational resources, processes, and strategies to deal with environmental changes" (Zhou and Wu, 2010, p. 549). Following prior literature, strategic flexibility is classified as an important dynamic capability (Eisenhardt et al, 2010;Teece et al, 1997), which represents the ability to build, integrate, and reconfigure operational capabilities (Helfat and Peteraf, 2003;Kortmann et al, 2014;Teece et al, 1997). Hence, by continuously creating and recombining resources in novel ways, dynamic capabilities have a direct impact on operational capabilities (Helfat and Peteraf, 2003;Kortmann et al, 2014).…”

“…Following prior literature, strategic flexibility is classified as an important dynamic capability (Eisenhardt et al, 2010;Teece et al, 1997), which represents the ability to build, integrate, and reconfigure operational capabilities (Helfat and Peteraf, 2003;Kortmann et al, 2014;Teece et al, 1997). Hence, by continuously creating and recombining resources in novel ways, dynamic capabilities have a direct impact on operational capabilities (Helfat and Peteraf, 2003;Kortmann et al, 2014). The latter involve the execution and coordination of various tasks, such as the development, manufacturing, and marketing of products and services (Helfat and Peteraf, 2003).…”

“…Hence, we argue that strategic flexibility -representing an important dynamic capability -does not directly impact sustainability performance (e.g., Eisenhardt et al, 2010;Teece et al, 1997). Since strategic flexibility rather builds, integrates, and reconfigures operational capabilities, we eventually propose value chain flexibility as an important operational capability in the pursuit of superior sustainability performance (Helfat and Peteraf, 2003;Kortmann et al, 2014;Teece et al, 1997). Value chain flexibility relates to the firm's ability to adapt its operational activities across the entire value chain, including product development, manufacturing, logistics, and spanning activities, to changing customer needs (Zhang et al, 2002).…”

A Mediação da Ambidestria do Vendedor na Relação entre Estresse e Desempenho

“…A proposta de mediação toma por base os textos de Li e Huang (2012), Gibson e Birkinshaw (2004) e Dutta (2013), ampliando para uma nova área e com novos elementos. Nós estendemos a literatura não mais posicionando a ambidestria como mediadora dos efeitos contextuais (Gibson & Birkinshaw, 2004), do desenvolvimento do produto (Li & Huang, 2012), da flexibilidade estratégica (Kortmann, Gelhard, Zimmermann, & Piller, 2014) e da natureza dinâmica do ambiente (Dutta, 2013), mas sim como mediadora dos efeitos do estresse sobre o desempenho. Ademais, nós também estendemos a literatura mensurando a ambidestria não mais em nível organizacional, conforme Gibson e Birkinshaw (2004), mas em nível individual e aplicada nas atividades de vendas e de provisão de serviços, conforme Jasmand, Blazevic e Ruyter (2012).…”