BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Bratnicka Katarzyna (University of Economics in Katowice, Poland)
Tytuł
Reconsideration of Organizational Ambidexterity : a Dialectical Multilevel Approach
Nowe spojrzenie na obustronność organizacyjną : dialektyczne podejście wielopoziomowe
Źródło
International Journal of Contemporary Management, 2014, vol. 13, nr 4, s. 67-82, bibliogr. 77 poz.
Słowa kluczowe
Organizacja, Organizacja i zarządzanie, Przegląd literatury
Organisation, Organisation and management, Literature review
Uwagi
The research has been supported by the National Science Centre, grant number 2013/11/B/HS4/00673
summ., streszcz.
Abstrakt
Tło badań. Badania obustronności organizacyjnej prowadzone są zazwyczaj na jednym poziomie analizy, brakuje natomiast jasnego wyjaśnienia tego konstruktu jako zjawiska wielopoziomowego.
Cele badań. Głównym celem niniejszego opracowania jest przedstawienie krytycznego przeglądu literatury z punktu widzenia definiowania, identyfikowania, a także wykorzystywania pojęcia obustronności organizacyjnej.
Metodyka. W pracy zastosowano krytyczną analizę literatury przedmiotu.
Kluczowe wnioski. Bazując na koncepcji zarządzania paradoksami, zaprezentowano konceptualny model zbudowany wokół sprzeczności dialektycznych. (abstrakt oryginalny)

Background. Organizational ambidexterity theories operate at one organizational level analysis or another, however we lack clear explanation for multilevel phenomena.
Research aim. The purpose of his paper is to clarify the understanding of organizational ambidexterity.
Method. This paper is based on the critical review of the literature.
Key findings. I draw on paradox management theory to present a conceptual model framed in contradictions as articulated by dialectical approach. (original abstract)
Dostępne w
Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Szkoły Głównej Handlowej w Warszawie
Biblioteka Główna Uniwersytetu Ekonomicznego w Katowicach
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Biblioteka Główna Uniwersytetu Ekonomicznego we Wrocławiu
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Adler, P.S., Goldaftos, B., & Levine, D.J. (1999). Flexibility versus efficiency: A case study of made changeovers in the Toyota production systems. Organization Science, 10.
  2. Aguinis, H., & Edwards, J.R. (2014). Methodological wishes for the next decade and how to make wishes come true. Journal of Management Studies, 51.
  3. Ajayi, O.M., & Morton, S.C. (2013). Organizational context for employee ambidexterity and employee engagement: Towards performance improvement in small and medium-sized manufacturing and service organizations. Paper presented at the annual meeting of the British Academy of Management, Liverpool.
  4. Andriopoulos, C., & Levis, M.W. (2009). Exploitation - exploration tensions and organizational ambidexterity. Managing paradoxes of innovation. Organization Science, 20.
  5. Atuahene-Gima, K. (2005). Resolving the capability - rigidity paradox in new product innovation. Journal of Marketing, 69.
  6. Beech, N., Burns, H., de Caestecker, L., MacIntosh, R., & MacLean, D. (2004). Paradox as invitation to act in problematic change situations. Human Relations, 57.
  7. Benson, J.K. (1997). Organizations: A dialectical view. Administrative Science Quarterly, 22.
  8. Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. The Academy of Management Perspectives, 27.
  9. Birkinshaw, J., Healey, M.P., Suddaby, R., & Weber, K. (2014). Debating the future of management research. Journal of Management Studies, 51.
  10. Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2.
  11. Bodwell, W., & Chermack, T.J. (2010). Organizational ambidexterity: Integrating deliberate and emergent strategy with scenario planning, technological forecasting and social change. Technological Forecasting and Social Change, 77.
  12. Boudreau, K.J., & Lakhani, K.L. (2009). How to manage outside innovation. MIT Sloan Management Review, 50.
  13. Bratnicka, K. (2014). Organizational ambidexterity measurement: Methodological dilemmas and proposition. Przegląd Organizacji (In press).
  14. Bratnicki, M. (2006). The dialectics of organizational entrepreneurship. Katowice: University of Economics.
  15. Brown, S.J., & Eisenhardt, K.M. (1998). Competing on the edge: Strategy as structured chaos. Boston: Harvard Business School Press.
  16. Cantarello, S., Martini, A., & Nosella, A. (2012). A multi-level model for organizational ambidexterity in the search phase of the innovation process. Creativity and Innovation Management, 21.
  17. Cao, Q., Simsek, Z., & Zhang, H. (2010). Modelling the impact of the CEO and the TMT on organizational ambidexterity. Journal of Management Studies, 47.
  18. Ceggara-Navarro, J.G., & Dewhurst, F. (2007). Linking organizational learning and customer capital through an ambidexterity context: An empirical investigation in SMEs'. International Journal of Human Resource Management, 18.
  19. Chen, G., Bliese, P.D., & Mathieu, J.E. (2005). Conceptual framework and statistical procedures for delineating and testing multilevel theory of homology. Organizational Research Methods, 8.
  20. Dover, P.A., & Dierk, U. (2010). The ambidextrous organization: Integrating managers, entrepreneurs and leaders. Journal of Business Strategy, 31.
  21. Duncan, R.B. (1976). The ambidextrous organization: Designing dual structures for innovation. In: R.H. Kilmann, L.R. Pondy, & D. Slevin (Eds.), The management of organization. New York: North Holland.
  22. Eisenhardt, K.M., & Martin, J.A. (2000). Dynamic capabilities: what are they?. Strategic Management Journal, 21.
  23. Farjoun, M. (2002). The dialectics of institutional development in emerging and turbulent fields: The history of pricing conventions in the on-line database industry. Academy of Management Journal, 45.
  24. Gibson, C.B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47.
  25. Gilson, L.L., Mathieu, J.E., Shalley, C.E., & Ruddy, T.M. (2005). A little creativity goes a long way: An examination of teams' engagement in creative processes. Journal of Management, 30.
  26. Gruber, M., Heinemann, F., Brettel, M., & Hungeling, S. (2010). Configurations of resources and capabilities and their performance implications: an exploratory study on technology ventures. Strategic Management Journal, 31.
  27. Gupta, A.K., Smith, K.G., & Shalley, C.E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49.
  28. He, Z., & Wong, P. (2004). Explorations vs. exploitation: An empirical test of ambidexterity hypothesis. Organization Science, 15.
  29. Helfat, C.E., & Peteraf, M.A. (2009). Understanding dynamic capabilities: progress along a developmental path. Strategic Organization, 7.
  30. Helfat, C.E., & Winter, S.G. (2011). Untangling dynamic and operational capabilities: strategy for the (n)ever-changing world. Strategic Management Journal, 32.
  31. Hirst, G., Zhu, C.J., & Zhou, Q. (2012). Unpacking the ambidexterity literature to predict employee performance and creativity. Paper presented at the annual meeting of the Academy of Management, Boston.
  32. Hjelmgren, D., & Dubois, A. (2013). Organising the interplay between exploration and exploitation: The case of interactive development of an information system. Industrial Marketing Management, 42.
  33. Huang, S., & Cummins, J.N. (2011). When critical knowledge is most critical: Centralization in knowledge-intensive teams. Small Group Research, 42.
  34. Im, G.Y., & Rai, A. (2008). Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Science, 54.
  35. Im, S., Montoya, M.M., & Workman, J.P. (2013). Antecedents and consequences of creativity in product innovation teams. Journal of Product Innovation Management, 30.
  36. Jansen, J.J.P., Simsek Z., Cao, Q. (2012). Ambidexterity and performance in multi-unit contexts: Cross-level moderating effects of structural and resource attributes. Strategic Management Journal, 33(11).
  37. Jansen, J.J.P., George, G., Van den Bosch, F.A.J., & Volberda, H.W. (2008), Senior team attributes and organizational leadership. Journal of Management Studies, 45.
  38. Jansen, J.J.P., Tempelaar, M.P., Van Den Bosch, F.A.J., & Volberda, H.W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20.
  39. Jansen, J.J.P., Van Den Bosch, F.A.J. & Volberda M.W. (2006). Exploratory innovation and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52.
  40. Jasmand, C., Blazevic, V., & de Ruyter, K. (2012). Generating sales while providing service: A study of customer service representatives' ambidextrous behaviour. Journal of Marketing, 76.
  41. Jay, J. (2013). Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56.
  42. Junni, P., Sarala, R.M., Taras, V., & Tarba, S.Y. (2013). Organizational ambidexterity and performance: A meta-analysis. The Academy of Management Perspectives, 27.
  43. Koestler, A. (1971). The case of the midwife road. London: Hutchinson.
  44. Kogut, B., & Zander, U. (1996). What firms do? Coordination, identity, and learning. Organization Science, 7.
  45. Kozlowski, S.W.J., & Klein, K.J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In: K.J. Klein & S.W.J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions and new directions. San Francisco: Jossey-Bass.
  46. Lavie, D., Stettner, U., & Tushman, M.L. (2010). Exploration and exploitation within and across organizations. The Academy of Management Annals, 4.
  47. Lawrence, P.R., & Lorsch, J.W. (1967). Organization and environment. Managing differentiation and integration. Homewood: R.D. Irwin.
  48. Levis, M.W., Welsch, M.A., Dehler, G.E., & Green, S.G. (2002). Product development tensions: Contrasting styles of product management. Academy of Management Journal, 45.
  49. Lubatkin, M.H., Simsek, Z., Ling, Y., & Veiga, J.F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32.
  50. Luo, Y.D., & Rui, H.C. (2009). An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23.
  51. March, J.G., Sproull, L.S., & Tamuz, M. (1991). Exploration and exploitation in organizational learning. Organization Science, 2.
  52. Menguc, B., & Auh, S. (2008). The asymmetric moderating role of market orientation on the ambidexterity-firm performance relationship for prospectors and defenders. Industrial Marketing Management, 37.
  53. Mom, T.J.M., Van den Bosch, F.A.J., & Volberda, H.W. (2007). Investigating managers' exploration and exploitations activities: The influence of top-down, bottom-up and horizontal knowledge inflows. Journal of Management Studies, 44.
  54. Mom, T.J.M., Van den Bosch, F.A.J., & Volberda, H.W. (2009). Understanding variations in managers' ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20.
  55. Nemanich, L.A., & Vera, D. (2009). Tranformational leadership and ambidexterity in the context of acquisition. The Leadership Quarterly, 20.
  56. O'Reilly, C.A., & Tushman, M.L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior, 28.
  57. O'Reilly, C.A., & Tushman, M.L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management Review, 53.
  58. Peteraf, M.A., & Barney, J.B. (2003). Unravelling the resource-based tangle. Managerial and Decision Economics, 24.
  59. Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34.
  60. Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M.L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20.
  61. Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of leadership-innovation relationship: Ambidextrous leadership. Leadership Quarterly, 22.
  62. Schreyögg, G., & Sydow, J. (2010). Organizing for fluidity? Dilemmas of new organizational forms. Organization Science, 21.
  63. Seo, M., & Creed, W.E.D. (2002). Institutional contradictions, praxis and institutional change: A dialectical perspective. Academy of Management Review, 27.
  64. Simon, H. (1962). The architecture of complexity. Proceedings of The American Philosophical Society, 106.
  65. Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal of Management Studies, 46.
  66. Simsek, Z., Heavey, C., Veiga, J.F., & Souder, D. (2009). A typology for aligning organizational ambidexterity's conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46.
  67. Sirén, C.A., Kohtamäki, M., & Kuckertz, A. (2012). Exploration and exploitation strategies, profit performance and the mediating role of strategic learning: Escaping the exploitation gap. Strategic Entrepreneurship Journal, 6.
  68. Smith, W. (2009). A dynamic approach to managing contradictions. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2.
  69. Taylor, A., & Greve, H.R. (2006). Superman or fantastic four? Knowledge combination and experience in innovative teams. Academy of Management Journal, 49.
  70. Taylor, A., Helfat, C.E. (2009). Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organization Science, 20.
  71. Teece, D.J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18.
  72. Turner, N., Swart, J., & Maylor, H. (2013). Mechanisms for managing ambidexterity: A review and research agenda. International Journal of Management Reviews, 15.
  73. Tushman, M., Smith, W.K., Wood, R.C., Westerman, G., & O'Reilly, C. (2010). Organizational designs and innovation streams. Industrial and Corporate Change, 19.
  74. Vinekar, V., Slinkman, C.W., & Nerur, S. (2006). Can agile and traditional systems development approaches coexist? An ambidextrous view. Information Systems Management, 23.
  75. Wang, C.L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25.
  76. Wang, R., & Gibbons, P. (2013). Middle managers' ambidexterity: Individual and situational considerations. Paper presented at the annual meeting of the British Academy of Management, Liverpool.
  77. Wang, R., & Gibbons, P., & Heavey, C. (2014). Middle managers' ambidexterity: An individual differences approach. Paper presented at the annual meeting of the Strategic Management Society, Madrid.
Cytowane przez
Pokaż
ISSN
1643-5494
Język
eng
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu