Organizational Ambidexterity

Blarr, W. Henning

doi:10.1007/978-3-8349-6859-3

Cited by 14 publications

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“…Each type of learning has its own traps associated with an imbalance between two types of learning. Each learning type is inherently self-reinforcing, causing a 'success trap' or a 'failure trap' (Blarr, 2012;Wang et al, 2015;Du and Chen, 2018). Exploration often leads to failure due to broad dispersion in the range of possible outcomes, and failure promotes the search for even newer ideas and more exploration, thereby creating a failure trap.…”

Section: Introductionmentioning

confidence: 99%

“…In case of large enterprises, they can practice structural ambidexterity which is referred as simultaneous practice of both types of innovation strategies in different business units (O'Reilly and Tushman, 2013). They can also practice cyclic ambidexterity that is implied as cyclic adoption of two types of strategies (Blarr, 2012). SMEs' small size prevents them from practicing structural ambidexterity.…”

Section: Introductionmentioning

confidence: 99%

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Exploitative dominant balanced ambidexterity solving the paradox of innovation strategies in SMEs

Ahmadi

Osman

2020

IJBIR

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Ambidexterity, referred as the adoption of both exploitation and exploration strategies, has received momentum in organisation research and particularly in innovation management on SMEs. Despite the intuitive appeal of ambidexterity, the ambidexterity-performance relationship is not straightforward, particularly for SMEs whose resource constraints make the successful implementation of an ambidextrous posture cumbersome. Secondly, there is conceptual ambiguity on the concept of the balance dimension of ambidexterity. Based on a hierarchical oriented view to dynamic capabilities, strategic flexibility and ambidexterity are found contingent with SMEs performance in a dynamic business environment. This study applied a mixed method of research on a sample of Iranian SMEs. The result shows that the exploitative dominant balanced ambidexterity enhances the effectiveness of implementing flexible strategies in SMEs.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Exploitative dominant balanced ambidexterity solving the paradox of innovation strategies in SMEs

Ahmadi

Osman

2020

IJBIR

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High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

Al‐Agry

2021

Glob Bus Org Exc

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Many studies have shown that HR practices have a positive impact on organizational ambidexterity; however, few have examined both employees' motivation for ambidexterity together with their ability to achieve it, and even fewer have concentrated on organizations in the nonprofit sector. Drawing on the ability-motivation-opportunity framework, this study examines employees' ambidextrous behaviors as mediator between high-involvement HR practices and organizational ambidexterity. It addresses the lack of in-depth insights by examining ambidexterity at both the individual and the firm level, and addresses the lack of focus on nonprofit organizations by undertaking the study in a leading nonprofit hospital in Egypt. Based on a sample of 130 healthcare personnel, the results show that a "bundle" of high-involvement HR practices is positively related to organizational ambidexterity, and that employees' ambidextrous behaviors mediate the relationship between high-involvement HR practices and organizational ambidexterity. The results also highlight the value of high-involvement HR practices in encouraging employees' ambidextrous behavior through staffing, teamwork, and workgroup training, thus helping the organization to achieve ambidexterity.

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African Winds: Versatile Value Creation in the Military

Waard

Bijlsma

2020

The Yin-Yang Military

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Organizational Ambidexterity

Cited by 14 publications

References 0 publications

Exploitative dominant balanced ambidexterity solving the paradox of innovation strategies in SMEs

Exploitative dominant balanced ambidexterity solving the paradox of innovation strategies in SMEs

High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

African Winds: Versatile Value Creation in the Military

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