The micro-foundations of strategic ambidexterity: Chinese cross-border M&amp;As, Mid-View thinking and integration management

Zhang, Xiaotao; Liu, Yipeng; Tarba, Shlomo; Giudice, Manlio Del

doi:10.1016/j.ibusrev.2020.101710

Cited by 60 publications

(55 citation statements)

References 88 publications

(114 reference statements)

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“…The most recent publications are on organizational structure, ambidexterity, and performance, and technological search, innovation, and networks (Wilden et al, 2018). Some important recent debates are also those focusing on ambidexterity as a paradox (Farjoun, 2010; Smith & Lewis, 2011), on the dynamics of ambidexterity (Luger et al, 2018; Raisch & Tushman, 2016), and on the micro-foundations of ambidexterity (Christofi et al, 2021; Kiss et al, 2020; Tempelaar & Rosenkranz, 2019; Zhang et al, 2020; Zimmermann et al, 2018).…”

Section: Future Research Directionsmentioning

confidence: 99%

Review of Organizational Ambidexterity Research

Kassotaki

2022

Sage Open

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The main objective of this research is to investigate how organizational ambidexterity can be achieved at a modern organization. A concise review of key studies conducted until today consolidates the state of academic research on the subject of organizational ambidexterity, as the ambidexterity concept has been gaining increased attention from scholars. The systematic search of the literature published since 1991, composed of 122 articles, has revealed various research perspectives with respect to organizational ambidexterity. The research tools that have been employed were the systematic data collection processes, qualitative data analysis techniques, and data synthesis of the selected research output. The results of this review have shown that researchers have been studying ambidexterity from various angles and in various literature streams. They have been focusing on multiple external and internal organizational factors that affect ambidexterity and have been analyzing these moderators in terms of performance metrics and degree of their influence on ambidexterity. This study concludes with future research directions and propositions on the subject of organizational ambidexterity.

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Section: Future Research Directionsmentioning

confidence: 99%

Review of Organizational Ambidexterity Research

Kassotaki

2022

Sage Open

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“…That does not come as a surprise, given that previous studies highlight the difficulties firms face in setting themselves up for ambidextrous management (Cheng & Huang, 2020;Faroque et al, 2020;Reilly & Scott, 2016). This configuration reflects Faroque et al (2020) findings that top management team diversity related to their prior international experience shapes their abilities to discover, evaluate, and exploit different internal and external network opportunities, but it seems contrary to Zhang et al (2020) arguing that cultural diversity may play an essential role in ambidextrous network capabilities. It might well be that in such cases the potential risk of generating tensions within the MNE based on high TMTND is simply too high (Stokes et al, 2019;Wang & Wang, 2021).…”

Section: Fuzzy Set Qualitative Comparative Analysismentioning

confidence: 70%

“…This will likely impact the way in which ambidextrous network management is configured for higher performance outcomes. Zhang, Liu, Tarba, and Del Giudice (2020) emphasized that cultural underpinnings may serve as micro‐foundations of ambidextrous network capability. Lee, Taras, Jiménez, Choi, and Pattnaik (2020) found that the effects of a potential imbalance between explorative and exploitative virtual knowledge are affected by cultural differences held between countries.…”

Section: Literature Review and Framework Developmentmentioning

confidence: 99%

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

Dahms

Cabrilo

Kingkaew

2022

Thunderbird Intl Bus Rev

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Subsidiaries are at the frontline of value creation in modern multinational enterprises. This research is among the first to apply an asset bundling framework to investigate how foreign‐owned subsidiaries achieve higher performance outcomes via ambidextrous network management, that is, with strong exploitative (intraorganizational) as well as strong explorative (interorganizational) network relationships, in emerging markets. Ambidextrous network management may be supplemented by decision‐making autonomy and top management team national diversity. The framework is tested on a sample of subsidiaries located in both Thailand and Singapore. The analysis revealed several configurations that make subsidiaries with ambidextrous networks become successful. Our findings demonstrate to subsidiary managers that exploitation and exploration are complementary for long‐term success in a subsidiary, but that the relative balance between the two is likely to vary according to the nature of subsidiary context‐specific assets.

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“…In addition, for the product market of an industry, if private firms can enter this market, then the competition between private firms and public firms can still adopt equilibrium analysis, so that our model is applicable even in the transition economies. Zhang et al (2020), Zhou et al (2015), Bruton and Ahlstrom (2003), Liu et al (2019)], but we think China has opened up its economy for decades, so there has been a convergence of Western and Chinese views on welfare due to Chinese pragmatism. Thank the reviewers for their Suggestions.…”

Section: Discussionmentioning

confidence: 99%

Research on the impact of merger on capacity and social welfare in different market environments

Tao

Shi

Zou

2020

Economic Research-Ekonomska Istraživanja

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Based on the current context of DE-Capacity in China, this article explores the impact of the merger of public and private firms on capacity and social welfare, with the aim of giving theoretical support to the current practice of mergers and acquisitions in China. With a mixed oligopoly model and Cournot-Nash equilibrium, we conclude that the merger of firms can achieve the goal of DE-Capacity in the market environment dominated by public firms, and that at the same time the social welfare will increase. We also find that if the modest privatisation is considered in the merger then the ultimate social welfare can also obtain further growth with DE-Capacity. In particular, according to the goal of welfare maximisation under different efficiency, we give the optimal privatisation ratio for the merger of public and private firms. However, in the market environment dominated by private firms, the merger of public and private firms cannot achieve the result of increasing social welfare along with DE-Capacity.

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The micro-foundations of strategic ambidexterity: Chinese cross-border M&As, Mid-View thinking and integration management

Cited by 60 publications

References 88 publications

Review of Organizational Ambidexterity Research

Review of Organizational Ambidexterity Research

Configuring subsidiary performance in ambidextrous networks: The role of top management team diversity and autonomy

Research on the impact of merger on capacity and social welfare in different market environments

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