L'ambidextrie organisationnelle pour les entreprises de taille moyenne dans un contexte d'incertitude croissante (original) (raw)
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ORGANIZATIONAL AMBIDEXTERITY AS A NEW RESEARCH PARADIGM IN STRATEGIC MANAGEMENT
Long-term survival and growth depends on the rm’s ability to exploit its current competencies while exploring fundamentally new ones. Finding the balance between exploration and exploitation is called am- bidexterity in the literature. This paper is a comprehensive review of organizational ambidexterity theory. Creating and maintaining the capacity to simultaneously pursue these contradictory activities is an ext- remely dif cult managerial challenge. Although, several aspects are well-researched, especially structural and leadership solutions in large, multinational enterprises, but little is known about: (1) how ambidexterity forms in earlier growth stages? (2) What are the key drivers and elements of organizational context that makes organizations able to become ambidextrous? (3) What is the role of different managerial levels in this formation process? Reviewing the literature, in this article the author would like to introduce the paradox of exploration and exploitation, the tensions and different aspects of ambidexterity, the elds current stage and some important research gaps.
Managing Organizational Ambidexterity
2023
We define organizational ambidexterity as a high order dynamic capability governing the continuous enhancement of the interaction between exploration and exploitation. Managing this interaction implies resolving the firm’s permanent struggle to overcome perceived barriers in realising the right resource configuration between exploration and exploitation. Since organizations learn to manage ambidexterity through iteration and experience, fostering path dependencies, we expect that the type of capabilities deployed to overcome these barriers will be contingent on the strategic orientation of the firm. Thus ambidexterity can be seen as a theory of adaptability and innovativeness.
Dynamic strategy: Investigating the ambidexterity–performance relationship
South African Journal of Business Management, 2020
This study aims to determine whether organisations in emerging economic contexts demonstrate ambidexterity for sustainable performance in the long term and what the effects of environmental turbulence are on the ambidexterity and sustainable performance relationship. Design/methodology/approach: This study used self-administered questionnaires and telephonic surveys. The sample consisted of profit-seeking organisations from many different industries within South Africa, including, but not limited to, manufacturing, business services, finance, hospitality and tourism, and retail and wholesale. The research was conducted during the 2017 financial year. Findings/results: It was found that moderate to strong relationships exist between the two sub-dimensions of ambidexterity and sustainable performance. The findings depict a strong relationship between exploration and exploitation as the sub-dimensional constructs of ambidexterity, reinforcing existing literature on simultaneous exploration and exploitation. There was no statistically significant information, indicating that environmental turbulence moderates the ambidexterity and sustainable performance relationship. Practical implications: Considering the strong positive relationship between the two subdimensions of ambidexterity and sustainable organisational performance, it is advisable for management of South African organisations to focus on ambidextrous strategies for sustaining performance in turbulent environments. Originality/value: This study contributes to the limited body of knowledge investigating ambidexterity as a dynamic capability in an emerging economic context. Moreover, this study contributes to clarify the ambidexterity and sustainable performance relationship in terms of whether organisations can simultaneously explore and exploit and what type of relationship exists between ambidexterity and sustainable performance as previous studies delivered mixed results.
Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it
European Journal of Marketing, 2008
Purpose -Successful firms must exploit existing markets while simultaneously exploring new market opportunities. However, skills required to do both simultaneously are often at odds with each other. To reconcile this dilemma, the authors aim to discuss the new concept of "strategic ambidexterity", which is conceptualized as the ability to simultaneously pursue exploitation and exploratory strategies in ways that lead to enhanced organizational effectiveness. Design/methodology/approach -The authors conceptually integrate literature from organizational theory, strategic management, and marketing to yield three new theoretical propositions. Findings -It is argued that a relatively new dynamic capability, organizational capacity for change, is the primary antecedent of strategic ambidexterity and that this relationship is moderated by environmental uncertainty and organizational slack. Originality/value -Most organizational and marketing theories rely on linear assumptions and models. However, twenty-first century organizations must reconcile competitive realities that are often nonlinear in nature. This study provides a conceptual framework which transcends traditional thinking, and provides a comprehensive yet concise framework for researching this new competitive reality further.
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Organization Science, 2009
O rganizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.
Ambidexterity broadly refers to an organization's ability to pursue two disparate things at the same time. Ambidextrous firms are capable of exploiting existing competencies as well as exploring new opportunities with equal dexterity. Capacity to pursue both exploitative and exploratory orientation depends on combinations of contradictory organizational characteristics such as decentralization, formalization, and connectedness. This study aims to explain organizational ambidexterity and organizational factors that are antecedents of ambidexterity in a theoretical way and to examine the impacts of these factors on organizational ambidexterity empirically. Data was obtained from private corporations operating in Kayseri (Turkey). Regression analysis was used to examine the relationship between organizational ambidexterity and contradictory organizational characteristics, and to test the research hypothesis. The results of regression analysis provide support for hypothesis.
Ambidexterity as a dynamic capability: Resolving the innovator's dilemma
Research in Organizational Behavior, 2008
How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt-and if so how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.