Structural Ambidexterity: Exploring Alternative Pro-Ambidexterity Conducive Structural Designs for Recourse-Constrained Organizations
DOI:
https://doi.org/10.14738/abr.712.7611Keywords:
Structural ambidexterity, mechanic structure, organic structure, exploration & exploitation, organizational ambidexterity, resource-constrained organizations.Abstract
Organizational ambidexterity is of paramount importance for the long term success of business organizations operating in an uncertain and dynamic environment. Although the role of a structure by means of structural differentiation (structural ambidexterity) advocated and supported for attaining organizational ambidexterity, however, it has also received criticism for being counterproductive for recourse-constrained organizations. Despite the fact, less focus has been devoted to finding alternative organizational structural design approaches for predicting organizational ambidexterity in resource-deficient organizations. To heed such persisting knowledge gap, this study highlighted four possible alternative organizational structural designs that may be useful for resolving the exploration and exploitation tension and attaining organizational ambidexterity in resource-constrained originations. Such an effort will serve as a reference for future conceptual and empirical research in organizational design and ambidexterity literature.
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Foss, N. J., Lyngsie, J., & Zahra, S. A. (2015). Organizational design correlates of entrepreneurship: The roles of decentralization and formalization for opportunity discovery and realization. Strategic Organization, 13(1), 32-60.
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Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
Gilbert, C. G. (2006). Change in the presence of residual fit: Can competing frames coexist?. Organization Science, 17(1), 150-167.
Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of management journal, 49(4), 693-706.
Hansen, E. G., Wicki, S., & Schaltegger, S. (2018). Structural ambidexterity, transition processes, and integration trade‐offs: a longitudinal study of failed exploration. R&D Management.
He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization science, 15(4), 481-494.
Hempel, P. S., Zhang, Z. X., & Han, Y. (2012). Team empowerment and the organizational context: Decentralization and the contrasting effects of formalization. Journal of management, 38(2), 475-501.
Heracleous, L., Papachroni, A., Andriopoulos, C., & Gotsi, M. (2017). Structural ambidexterity and competency traps: Insights from Xerox PARC. Technological Forecasting and Social Change, 117, 327-338.
Hill, S. A., & Birkinshaw, J. (2014). Ambidexterity and survival in corporate venture units. Journal of management, 40(7), 1899-1931.
Hollenbeck, J. (2000). A Structural Approach to External and Internal Person‐Team Fit. Applied Psychology, 49(3), 534-549.
Ireland, R. D., Hitt, M. A., & Sirmon, D. G. (2003). A model of strategic entrepreneurship: The construct and its dimensions. Journal of management, 29(6), 963-989.
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2020-01-03
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Marri, M. Y. K., Soo , H. S., & Ali, H. . (2020). Structural Ambidexterity: Exploring Alternative Pro-Ambidexterity Conducive Structural Designs for Recourse-Constrained Organizations. Archives of Business Research, 7(12), 307–320. https://doi.org/10.14738/abr.712.7611
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