Ambidexterity - Science topic

Designing a three-level framework for organizational ambidexterity is essential for companies seeking to balance exploration and exploitation effectively. This strategic approach enables organizations to adapt to dynamic environments, foster innovation, and maintain operational efficiency. The three-level dimensions of organizational ambidexterity encompass leadership, structure, and culture.

Firstly, at the leadership level, it is crucial to have a team of leaders who can effectively manage the paradoxical demands of exploration and exploitation. These leaders must set a clear vision, allocate resources appropriately, and encourage experimentation while ensuring that core operations remain stable.

Secondly, the structural dimension involves designing the organization's physical and functional components to support ambidexterity. This may include creating separate units for innovation and efficiency, implementing flexible processes, and establishing metrics for both exploration and exploitation activities.

Finally, the cultural dimension plays a vital role in fostering ambidexterity. Cultivating a culture that encourages risk-taking, learning from failures, and open communication is essential. It is equally important to align the organizational values with the ambidextrous strategy. achieving organizational ambidexterity involves a comprehensive approach that integrates leadership, structure, and culture. Balancing these three dimensions ensures that the organization can explore new opportunities while exploiting existing capabilities, ultimately leading to long-term success in today's dynamic business landscape.

I would recommend you tackle this issue from an individual-level perspective.

For example:

Matsuo, M. (2017). Managers’ exploration activities and individual unlearning: The mediating role of learning orientation and reflection. The International Journal of Human Research Management, 31(5), 638–656. 10.1080/09585192.2017.1362022.

Hi Sandra,

If the only issue is to find out what form of ambidexterity the organisation has implemented, I personally don't think there is a need for "an established measure". Why not formulate a simple question?

First, it is essential that you clearly state what you understand by ambidexterity, i.e. exploration and exploitation. Is it incremental and radical innovation, the optimisation of existing business and the search for new business, the satisfaction of existing customers and the acquisition of new customers? There are many definitions of ambidexterity. Only if you are sure that your participants all have the same understanding of it, you will be able to get accurate answers.

Once you have defined what exploitation and exploration mean, you can simply ask how these two activities are separated within the organisation:

I hope this helps you and wish you all the best with your research,

Andrea

Check..

The Topic should maximum be 12-14 Words so I suggest the following:

"Technology Intervention in Supply Chain Agility Ambidexterity: A Case of Sri - Lankan Apparel Manufacturer"

I would recommend reading the following article:

- Elizandra Severgnini (2018) The indirect effects of performance measurement system and organizational ambidexterity on performance, Business Process Management Journal, Vol. 24, No. 5, pp. 1176-1199. DOI 10.1108/BPMJ-06-2017-0159

The awareness create ambidexterity in both exploration and exploitation, within incremental versus radical innovation

See this

Hi Eugene,

That is good and valid point that Igor has raised. Many a times, a grant is a reason for a group of academic to "commence" working together. They had come together to apply for a common objective (the grant) and getting it means that have to fulfil the requirements expediently, with obligations.

Thank you Igor!

Kind regards

Adrian

Hi, it was a good experience to dig into so much of research content to formulate the question to arrive at a conclusion. My coordinator was of a great help to shortlist papers based on the keywords search. Anyway, I'm done with it now.

All the best to you.

Hi Joep,

as you seem to be interested in keeping atttention focused on certain objects for several time, perhaps you might want to have a closer look at the following special issue, which explores interrelations between selective attention and short term memory:

Nobre AC, Stokes MG. 2011. Attention and short-term memory: crossroads. Neuropsychologia

49:1391–92.

Regards,

Klaus Blischke

Dear Mr. Jung, thanks a lot I will have a look at it :-)

Dear Dr. Hashim

Hope you are doing well

In my opinion it is means The organization's ability to explore and exploit at the same time as a kind of response to changes in the business environment.

Best regard

Digitalization is a disruptive force triggered by industry/manufacturing 4.0, compelling the approach and thinking about business pricesses and business strategy. Today Companies across industries need agility, speed, flexibility, and ability to pursue new business opportunities with fast changing global business environment !!

Useful Links Pdf's

file:///C:/Users/n.navaz/Downloads/Organizational_URN_NBN_SI_DOC-CIAZOP6Q.pdf

1) generating shared value may lead to organizational tensions

2) developing corporate social responsibility may lead to organizational tensions

3) organizational tensions may lead to organizational ambidexterity

but in my mind 3) still needs some mediating factor, to bring everything together, and to avoid divergence/ chaos. i would think the mediating factor is leadership - stewardship.

In my opinion it can be context specific, some M&A's can be purely to exploit current firm resources (e.g. take over/merger of one firm over a supplier firm/firm which is vertically integrated in its value chain; so as to ensure constant supply of raw materials; so the objective is to exploit) there may also be cases that a firm may want to explore into a new market / technology and may acquire a firm in a host country/ firm for exploring into a new technology: this to is an exploitation because a firm may want to leverage what the target firm has.

However, there may be firms which might have just invested time and effort to merge smaller organizations and this may involve some non rational decision making or just see/explore (looking for an emergence) what can be done with smaller firms/target firm (e.g. some venture capitalists just invest in a firm without all due diligence)

This is just my thought; I may be not totally correct on this !

Dear David and Mario, 

Here is the link for the short paper stated yesterday

The communication in the arctic is a very importrant issue from many aspect, insurance, military, climate.

I stay at your disposal for any further information, 

Best regards

Olivier

Many, many thanks Béatrice Marianne, you helped me a lot!

Role ambiguity refers to the lack of clarity in the roles an employee is expected to fulfill. Since a worker needs to understand clearly what his or her role is, not clearly knowing what one’s role is may result in negative situations. In organizations, management should ensure that authority and responsibility should be clearly defined.