Managing Persistent Tensions on the Frontline: A Configurational Perspective on Ambidexterity
Ambidexterity research has noted that firms’ simultaneous pursuit of exploration and exploitation causes organizational tensions that are difficult to resolve. To make these tensions manageable, scholars have generally suggested that senior managers take the central role in designing organizational...
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| Veröffentlicht in: | Journal of management studies Jg. 55; H. 5; S. 739 - 769 |
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| Hauptverfasser: | , , |
| Format: | Journal Article |
| Sprache: | Englisch |
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Oxford
Blackwell Publishing Ltd
01.07.2018
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| ISSN: | 0022-2380, 1467-6486 |
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| Abstract | Ambidexterity research has noted that firms’ simultaneous pursuit of exploration and exploitation causes organizational tensions that are difficult to resolve. To make these tensions manageable, scholars have generally suggested that senior managers take the central role in designing organizational solutions, such as the structural separation or contextual integration of the exploratory and exploitative tasks. Yet, in an inductive study of ten corporate innovation initiatives, we find that our informants assigned far less importance to the senior managers’ initial design choices than to the frontline managers’ subsequent configurational practices. Frontline managers used these practices to constantly adapt and align their initiatives’ organizational contexts, which allowed them to cope with persistent exploration‐exploitation tensions in their daily business activities. Based on these empirical insights and drawing on paradox theory, we develop a configurational perspective on ambidexterity, where frontline managers play a more central, proactive, and strategic role than purported by the established design perspective on ambidexterity. |
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| AbstractList | Ambidexterity research has noted that firms’ simultaneous pursuit of exploration and exploitation causes organizational tensions that are difficult to resolve. To make these tensions manageable, scholars have generally suggested that senior managers take the central role in designing organizational solutions, such as the structural separation or contextual integration of the exploratory and exploitative tasks. Yet, in an inductive study of ten corporate innovation initiatives, we find that our informants assigned far less importance to the senior managers’ initial design choices than to the frontline managers’ subsequent configurational practices. Frontline managers used these practices to constantly adapt and align their initiatives’ organizational contexts, which allowed them to cope with persistent exploration‐exploitation tensions in their daily business activities. Based on these empirical insights and drawing on paradox theory, we develop a configurational perspective on ambidexterity, where frontline managers play a more central, proactive, and strategic role than purported by the established design perspective on ambidexterity. |
| Author | Zimmermann, Alexander Raisch, Sebastian Cardinal, Laura B. |
| Author_xml | – sequence: 1 givenname: Alexander surname: Zimmermann fullname: Zimmermann, Alexander email: alexander.zimmermann@unisg.ch organization: University of St. Gallen – sequence: 2 givenname: Sebastian surname: Raisch fullname: Raisch, Sebastian organization: University of Geneva – sequence: 3 givenname: Laura B. surname: Cardinal fullname: Cardinal, Laura B. organization: University of South Carolina |
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| Copyright | 2017 John Wiley & Sons Ltd and Society for the Advancement of Management Studies 2018 John Wiley & Sons Ltd and Society for the Advancement of Management Studies |
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| SubjectTerms | ambidexterity Corporate management Exploitation exploration Flexibility frontline managers Handedness Initiatives Innovations Managers organization design organizational paradox qualitative research Senior managers Strategic management |
| Title | Managing Persistent Tensions on the Frontline: A Configurational Perspective on Ambidexterity |
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