The Ambidextrous Organization in Practice: Barriers to Innovation Within Research and Development.

Mirow, Christoph; Hoelzle, Katharina; Gemuenden, Hans Georg

doi:10.5465/ambpp.2008.33717691

Cited by 32 publications

(20 citation statements)

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“…Elles ont d'ailleurs récemment été qualifiées d' « innovantes » (Mirow, et al, 2008). A quelques rares exceptions près (Madrid-Guijarro, et al, 2009, Wagner, et al, 2011, elles se concentrent sur les IT laissant pour compte les IO.…”

Section: Découvrir La Revueunclassified

Les barrières à l’innovation organisationnelle : Le cas du Lean Management

Dubouloz¹

2013

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L’objectif de cette recherche est d’identifier les barrières à l’Innovation Organisationnelle (IO) en distinguant les phases de son processus d’adoption. Six études de cas d’entreprises industrielles françaises ayant adopté le Lean Management nous permettent de recueillir une perception multi-acteurs des barrières et de les hiérarchiser. Nos résultats montrent notamment que les barrières internes et celles relatives aux attributs de l’IO devancent celles relatives aux coûts de l’innovation et à son financement qui priment généralement pour les innovations technologiques. Nous montrons aussi que ces barrières, loin d’être insurmontables, peuvent jouer un rôle de « stimulant managérial ».This paper strives to identify the barriers to Organizational Innovations (OI). Through six case studies of French manufacturing firms which have adopted an OI such as Lean Management, I gather multi-actor perceptions on the barriers to OI, and distinguish the different phases of this process. The results obtained provide a ranking of barriers and highlight that internal ones, particularly those linked to human resources, are the most important, even more than costs of innovation and difficulties in funding. I show that barriers can become “managerial stimulants” and dress some recommendations for firms and public actors who support OI projects.Esta investigación busca identificar las barreras a la Innovación Organizacional (IO). Con el caso de seis empresas industriales francesas que han adoptado una IO como el Lean Manufacturing, analizamos la percepción que tienen múltiples actores de las barreras a la IO e identificamos las fases del proceso. Los resultados nos permiten jerarquizar las barreras : mostramos que las barreras internas, como aquellas relacionadas a los recursos humanos, son más importantes que otras, inclusive aquellas relacionadas con costos, y que pueden jugar el papel de “estimulantes gerenciales”. Presentamos algunas sugerencias para empresas y actores del sector público que promueven proyectos de IO

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Section: Découvrir La Revueunclassified

Les barrières à l’innovation organisationnelle : Le cas du Lean Management

Dubouloz¹

2013

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“…as atividades de exploitation possibilitam o refinamento e a aplicação das capacidades e conhecimentos existentes, gerando inovações incrementais, viabilizando a implantação de rotinas com foco no aumento da confiabilidade de processos e no incremento dos lucros no curto prazo (MIrOW, hÖlZlE, GEMÜnDEn, 2008).…”

Section: Introductionunclassified

Ambidestralidade e desempenho socioambiental de empresas do setor eletroeletrônico

Scandelari

Cunha

2013

Rev. adm. empres.

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The aim of this work was to study the relationship between ambidexterity and environmental and social performance of organizations. Defined as the ability to balance efforts between exploitation and exploration activities, respectively based on incremental and radical innovations, ambidexterity has been identified as an essential capability in creating competitive advantage. Studies on the subject have been relating superior economic performance to ambidexterity, leaving a gap in relation to other dimensions of sustainability. Due to the importance that the sustainability issue has taken on in society, this research studies the environmental and social performance of ambidextrous organizations. Data obtained in a survey conducted among 131 companies in the electronics industry were subjected to Cluster Analysis, Variance Analysis and Scheffé post hoc test. As a result, it was found that the 44 ambidextrous organizations achieved the higher social and environmental performance, showing the positive relationship between ambidexterity and social and environmental performance. keywords Innovation, sustainability, ambidextrous organizations, social and environmental performance.

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“…On the other hand, the barriers for innovation that are presented when using R&D teams on separate or integrated environments have found that, in the fi rst case, the teams show a lack of motivation when it comes to exploring new options; meanwhile the groups in a separate environment show interdepartmental collaboration problems [9].…”

Section: Information Analysis and Comparative Methodsmentioning

confidence: 99%