Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and c...

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Vydáno v:	Organization science (Providence, R.I.) Ročník 20; číslo 4; s. 797 - 811
Hlavní autoři:	Jansen, Justin J. P, Tempelaar, Michiel P, van den Bosch, Frans A. J, Volberda, Henk W
Médium:	Journal Article
Jazyk:	angličtina
Vydáno:	Linthicum INFORMS 01.07.2009 Institute for Operations Research and the Management Sciences
Témata:	ambidexterity Analysis Assets Business enterprises Business innovation Business management Competitiveness Coordinate systems Corporate strategies Differentiation dynamic capabilities Exploitation exploration Firm theory Flexibility formal integration mechanisms Functional laterality Handedness Hypotheses informal integration mechanisms Innovations Integration Interfaces Knowledge Knowledge management Left- and right-handedness Literature reviews Management Mediation Organization theory Organizational structure Product innovation Resource management Rewards Seniority Social integration Social interaction Structural analysis structural differentiation Studies Teams Technological change Technological innovation United States
ISSN:	1047-7039, 1526-5455
On-line přístup:	Získat plný text
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Abstract	Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to be mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (e.g., contingency rewards and social integration) and formal and informal organizational integration mechanisms (e.g., cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e., senior team social integration) and formal organizational (i.e., cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.
AbstractList	Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to be mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (e.g., contingency rewards and social integration) and formal and informal organizational integration mechanisms (e.g., cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e., senior team social integration) and formal organizational (i.e., cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity. Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to be mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (e.g., contingency rewards and social integration) and formal and informal organizational integration mechanisms (e.g., cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e., senior team social integration) and formal organizational (i.e., cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity. Reprinted by permission of the Institute for Operations Research and Management Science (INFORMS) Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to be mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (e.g., contingency rewards and social integration) and formal and informal organizational integration mechanisms (e.g., cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e., senior team social integration) and formal organizational (i.e., cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity. [PUBLICATION ABSTRACT]
Audience	Academic
Author	Tempelaar, Michiel P Volberda, Henk W Jansen, Justin J. P van den Bosch, Frans A. J
Author_xml	– sequence: 1 fullname: Jansen, Justin J. P – sequence: 2 fullname: Tempelaar, Michiel P – sequence: 3 fullname: van den Bosch, Frans A. J – sequence: 4 fullname: Volberda, Henk W
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SubjectTerms	ambidexterity Analysis Assets Business enterprises Business innovation Business management Competitiveness Coordinate systems Corporate strategies Differentiation dynamic capabilities Exploitation exploration Firm theory Flexibility formal integration mechanisms Functional laterality Handedness Hypotheses informal integration mechanisms Innovations Integration Interfaces Knowledge Knowledge management Left- and right-handedness Literature reviews Management Mediation Organization theory Organizational structure Product innovation Resource management Rewards Seniority Social integration Social interaction Structural analysis structural differentiation Studies Teams Technological change Technological innovation
Title	Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms
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