Strengthening organizational ambidexterity with top management team mechanisms and processes

Venugopal, Aparna; Krishnan, T. N.; Kumar, Manish; Upadhyayula, Rajesh Srinivas

doi:10.1080/09585192.2016.1277369

Cited by 41 publications

(38 citation statements)

References 91 publications

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“…Following findings on how to manage ambidexterity in private firms (e.g. Venugopal et al 2017) we suggest that university management should take a mediating role to enable organizational ambidexterity of universities. Although our findings stem from universities of technology, which are traditionally able to bridge research and application (see Sect.…”

Section: Practical Implications For Policy Management and Scholarsmentioning

confidence: 83%

Balancing act between research and application: how research orientation and networks affect scholars’ academic and commercial output

Werker

Hopp

2020

J Bus Econ

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Scholars' balancing act between research and application leads to trade-offs between commercial and research output. Yet what some scholars may consider as poles apart might lead to super-additive outcomes for others. Based on a survey carried out at three leading European universities of technology we investigate the influence of scholars' research orientation and networks on their output productivity. Our results point to a very specific group of ambidextrous scholars that is comparatively small. The scholars in this group are able to successfully balance research and application. In contrast, all scholars focusing on either pure basic or pure applied research face a trade-off between publications and innovations. In general, our findings suggest that the output productivity of all scholars is the higher the better their research orientation fits with their network activities. In particular, ambidextrous scholars rely on effectively accessing and utilizing their network to increase commercial and research output.

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Section: Practical Implications For Policy Management and Scholarsmentioning

confidence: 83%

Balancing act between research and application: how research orientation and networks affect scholars’ academic and commercial output

Werker

Hopp

2020

J Bus Econ

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“…First, BMI is a significant, complex and time‐consuming process that requires extensive planning from a HR perspective (Hansen et al, ; Kaufman, ). Our development system‐orientated BMI HR architecture provides practical steer to senior organisational executives in terms of the direction and emphasis of its HR practices (Venugopal et al, ). Second, BMI must be on the agenda of any chief executive officer operating in complex environments reflecting the New Normal (Cai et al, ; Loon and Chik, ).…”

Section: Discussionmentioning

confidence: 99%

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Loon

Otaye‐Ebede

Stewart

2020

J Management Studies

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Firms need to respond to the increasing competition and change of the current New Normal environment by being more innovative, and especially in developing new business models. This paper seeks to explore how microfoundations, particularly with respect to human resource management, play a key role in facilitating innovation in business models through the development of key needed capabilities. Four themes are identified with respect to business model innovation (BMI) in the New Normal: BMI as an enabler to create and operate across industries and product‐markets; BMI as a mechanism for firms to better navigate changing institutional landscapes; BMI as giving rise to business model portfolios; and concurrent and cumulative innovations that can lead to BMI. This paper also develops a conceptual framework that presents a synoptic view of the five essential capabilities for BMI, which include analogical reasoning, sensemaking, dynamic capabilities, organisational ambidexterity, and organisational learning. Finally, it is shown how the microfoundations of a bespoke, development‐oriented BMI HR architecture can support the advancement of these capabilities and thus contribute to the strategic HR literature.

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“…Organisational ambidexterity explains the ability of an employee to execute a couple of activities that are inseparable: exploitation and exploration (Floyd & Lane, 2000; Hansen et al, 2019; Venugopal et al, 2019). Organisational ambidexterity has been anchored in robust academic literature and theoretical underpinnings: technological innovation literature (e.g., Dewar & Dutton, 1986), organisational adaptation literature (e.g., Raisch & Birkinshaw, 2008), strategic management literature (e.g., Burgelman, 2002), and organisational learning theory (e.g., Lubatkin et al, 2006; Mom et al, 2007).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…In the 21st century, organisational ambidexterity is considered one of the overarching features of a successful firm (Ahammad et al, 2015) and is of growing strategic importance (Hansen et al, 2019; Raisch et al, 2009; Venugopal et al, 2019). Individual ambidexterity, referring to the ability of an individual to use both hands with equal skill, has been turned into a metaphor of organisational ambidexterity that has been conceptualised as the ability of an organisation to exploit existing competencies in tandem with exploring new capabilities (Kostopoulos et al, 2015; Lubatkin et al, 2006; Wang & Tarn, 2018).…”

Section: Introductionmentioning

confidence: 99%

A Jack of All Trades Is a Master of None: The Nexus of Firm-specific Human Capital, Ambidexterity, Productivity and Firm Performance

Kengatharan

2020

South Asian Journal of Human Resources Management

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Drawing on the knowledge-based theory of the firm and organisational learning theory, the present study chiefly examines the impact of firm-specific human capital on organisational ambidexterity and the subsequent effect of organisational ambidexterity on productivity by integrating human capital theory with the theory of transaction cost. The data were garnered from 197 managers in Sri Lanka with self-reported questionnaires in a time-lagged approach. The results disclose strong significant relationships between the variables investigated: a chain of positive relationships between firm-specific human capital and organisational ambidexterity, organisational ambidexterity and productivity, and productivity and firm performance; and mediated relationships between firm-specific human capital and productivity through organisational ambidexterity, and between organisational ambidexterity and firm performance via productivity. The findings of the study push back the frontiers of human resource management literature in many ways. Notably, managers should be cognizant of the effects of firm-specific human capital, organisational ambidexterity, and productivity on firm performance.

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Strengthening organizational ambidexterity with top management team mechanisms and processes

Cited by 41 publications

References 91 publications

Balancing act between research and application: how research orientation and networks affect scholars’ academic and commercial output

Balancing act between research and application: how research orientation and networks affect scholars’ academic and commercial output

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

A Jack of All Trades Is a Master of None: The Nexus of Firm-specific Human Capital, Ambidexterity, Productivity and Firm Performance

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