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1 – 10 of over 12000
Article
Publication date: 6 May 2020

Laure Ambroise, Céline Bérard and Isabelle Prim-Allaz

This paper aims to explore the complex relationships between knowledge strategies (i.e. exploration and exploitation) and the performance of manufacturing SMEs by testing the…

Abstract

Purpose

This paper aims to explore the complex relationships between knowledge strategies (i.e. exploration and exploitation) and the performance of manufacturing SMEs by testing the mediating role of customer relationship management capabilities, which are defined as a firm’s level of interaction orientation in this study.

Design/methodology/approach

Following a hypothetical deductive approach and using data collected from 793 French manufacturing SMEs, the measurement model and relationships among the constructs were examined with structural equation modelling, using the partial least squares approach.

Findings

The results support the expected mediating role of interaction orientation between exploitation and performance, and stress a competitive mediating role between exploration and performance. Complementary analyses demonstrate that while both exploration and exploitation are effectively antecedents of interaction orientation, which also acts as a lever to performance, they exhibit specific effects on the different dimensions of interaction orientation.

Originality/value

The results specifically highlight that interaction orientation counterbalances the negative impact of exploration on performance. Moreover, the findings underline the key role that customer interaction processes and tools play in making exploration and exploitation singularly effective. This is a real issue, as SMEs broadly tend to adopt opportunistic tools, not necessarily as part of a clearly defined strategic focus.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 9 October 2017

Cristina Alcaide-Muñoz and Leopoldo J. Gutierrez-Gutierrez

The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose…

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Abstract

Purpose

The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements.

Design/methodology/approach

A systematic literature review was adopted as the research methodology. The authors analysed 512 publications in Social Science Citation Index journals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola.

Findings

This analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success.

Research limitations/implications

This study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Further empirical research is necessary to test the propositions included in this paper.

Practical implications

This study has important implications for academics, practitioners and employers, as it furnishes new theoretical insights to the scarce literature that studies the relationship between quality management practices and organisational ambidexterity. The authors provide a better understanding of Six Sigma philosophy and some fresh and new insight on how Six Sigma practices may help organisation develop distinctive competitive competences by its influence over exploration and exploitation orientations (ambidexterity). Therefore, it might be of interest to those practitioners interested in achieving a successful competitive position and discover emerging business opportunities, as it may provide some guidance on the important implication of Six Sigma practices over exploration and exploitation orientations.

Originality/value

This study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity and to the scarce literature about quality management and ambidexterity. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested.

Details

International Journal of Lean Six Sigma, vol. 8 no. 4
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 5 June 2019

Sabyasachi Sinha

Firm ambidexterity usually has been discussed as a top-down planned strategic choice. The purpose of this paper is to showcase it is not always so; it may also be emergent as well…

Abstract

Purpose

Firm ambidexterity usually has been discussed as a top-down planned strategic choice. The purpose of this paper is to showcase it is not always so; it may also be emergent as well – but how?

Design/methodology/approach

The author used an in-depth, qualitative, multiple case research method for this study, and chose four cases from different industry domains for this study.

Findings

The author identified that being ambidextrous is not always planned – it may also be emergent. The emergent-strategy process of organizational ambidexterity gets initiated through ambidextrous orientation and abilities of the top management team (TMT), and their actions and behaviors influence the evolution of supporting context that promotes exploration and exploitation behavior of employees at multiple levels of hierarchy, and across different units and functions of the organization.

Research limitations/implications

This study contributes to the discussions in organizational ambidexterity, deliberate-emergent strategy debate and the role of TMTs in setting the strategic path of the organization.

Practical implications

Attaining and sustaining firm ambidexterity is a managerial challenge. This challenge is addressable, by having ambidextrous TMTs – team members with complementary competencies of exploration and exploitation, with proper coordination within team members, and relatively balanced power sharing among the team members. Such a team at the top of the organization and their signaling builds the context to support increased exploration and exploitation activities at multiple levels of the organization.

Originality/value

This study showcases the emergent process of firm ambidexterity. Very few studies so far have discussed this process of becoming ambidextrous.

Details

Journal of Strategy and Management, vol. 12 no. 3
Type: Research Article
ISSN: 1755-425X

Keywords

Book part
Publication date: 15 June 2018

David R. King, Svante Schriber, Florian Bauer and Sina Amiri

Increasing chances of firm survival requires enduring entrepreneurship or the ability to balance competing demands for exploration and exploitation. We developed how acquisitions…

Abstract

Increasing chances of firm survival requires enduring entrepreneurship or the ability to balance competing demands for exploration and exploitation. We developed how acquisitions can provide needed disruption to change a firm’s dominant orientation toward exploration or exploitation or enable a continued focus on a firm’s dominant orientation. The result is a new typology for acquisition integration associated with different pre- and post-acquisition characteristics. For example, a firm with an exploitation orientation faces different integration challenges in acquiring targets with an exploration or exploitation orientation. We also distinguished between human and task integration to enable more nuanced integration decisions that help to reconcile conflicting findings on acquisition integration decisions. Implications for management research and practice were discussed.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78756-136-6

Keywords

Article
Publication date: 17 December 2019

Fellipe Silva Martins, Wagner Cezar Lucato, Leonardo Vils and Fernando Antonio Ribeiro Serra

This study aims to explore the effect of crises on multinational companies’ (MNC) subsidiaries’ performance. It is hypothesized that crisis-led business underperformance will lead…

Abstract

Purpose

This study aims to explore the effect of crises on multinational companies’ (MNC) subsidiaries’ performance. It is hypothesized that crisis-led business underperformance will lead subsidiaries to choose market oriented or entrepreneurial oriented strategies (or both, “ambiorientation”). Finally, this study explores the idea that subsidiaries address market orientation (MO)-based strategies will address both exploration and exploitation outcomes, whereas those that choose entrepreneurial orientation (EO)-based strategies will focus on exploration only.

Design/methodology/approach

Partial-least square structural equation modelling was used to test the hypotheses. Data collection consisted of 280 full answers regarding MNC subsidiaries in Brazil.

Findings

The data provide evidence that crisis perception affects firms’ business performance. MNC subsidiaries in emerging economies, when confronting crises, take two different paths and use both market orientation, as well as entrepreneurial orientation (what the authors call “ambiorientation”). MO-based strategies cause both exploration and exploitation outcomes, and their combined result is comparable to EO-based strategies that focus only on exploration.

Research limitations/implications

Data collection was performed only in MNC subsidiaries in Brazil, and the results may differ depending on the area and the origin of the multinationals. Second, the sample concentrated on industrial activities, where there is space for both exploration and exploitation strategies.

Originality/value

This paper contributes to the literature by discussing the role of crises in shaping the possible strategic reactions multinational companies’ subsidiaries may undertake in emerging countries and their possible outcomes.

Details

European Business Review, vol. 32 no. 1
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 1 March 2013

Ed Gibson

Research on performance management, as it applies to public sector organizations, has been addressed most often from a static perspective. A process-oriented view on performance…

Abstract

Research on performance management, as it applies to public sector organizations, has been addressed most often from a static perspective. A process-oriented view on performance is undertaken through use of perceived obstacles, garnered through two large surveys of U.S. government managers, to infer the adaptive paths federal agencies have followed. By applying a learning-based model founded on March’s framework of exploration and exploitation, the ideal-typical ways that public organizations adapt to a performance initiative can be distinguished, opening a window into the processes such learning entails. Structural equation modeling provides the statistical capacity to interpret exploration and exploitation as cohesive paths. Exploratory adaptation appears to have been largely counterproductive, as the obstacles associated with this dynamic indicated a roadblock rather than a path forward. But exploitation had the opposite effect, as its associated obstacles corresponded with greater use of performance measures for management activities and enhanced results orientation.

Details

International Journal of Organization Theory & Behavior, vol. 16 no. 3
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 3 August 2020

Audhesh K. Paswan, Francisco Guzmán and Zhi Pei

The fundamental question asked in this study is – should all firms engage in innovation and branding activities to the same extent to achieve their goals? The purpose of this…

Abstract

Purpose

The fundamental question asked in this study is – should all firms engage in innovation and branding activities to the same extent to achieve their goals? The purpose of this paper is to answer this question, a strategic typology that integrates branding and innovation (BI) from an organizational ambidexterity perspective is proposed.

Design/methodology/approach

This paper builds theory by proposing a typology. Integrating the literature on BI, organizational ambidexterity and resource/knowledge-based view of firms, this study posits that to create a value proposition, a firm could choose to engage in innovation and branding activities in a variety of ways depending on their dominant strategic orientation along two dimensions of ambidexterity.

Findings

The four proposed typical branding-innovation orientations are low innovation × low branding; low innovation × high branding; high innovation × low branding; and high innovation × high branding.

Practical implications

A firm should choose its dominant strategic orientation depending on conditions such as market, consumers, needs and demand and resources.

Originality/value

By framing the innovation-branding paradox within an organizational ambidexterity framework, the proposed typology helps integrate two complementary and yet conflicting organizational functions by shifting the focus from an operational to a strategic level.

Details

Journal of Product & Brand Management, vol. 30 no. 5
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 6 June 2016

Ulrich Lichtenthaler

This paper aims to draw on a knowledge-based view to emphasize that internal technological and market knowledge is critical to developing absorptive capacity.

2580

Abstract

Purpose

This paper aims to draw on a knowledge-based view to emphasize that internal technological and market knowledge is critical to developing absorptive capacity.

Design/methodology/approach

This is a conceptual paper, which draws on recent transformations of management practices. Thus, the paper builds on prior academic contributions.

Findings

Firms increasingly establish innovation processes that involve an active acquisition of external technologies, often through alliances and licensing. To explain differences across firms in external knowledge acquisition, marketing and product innovation researchers have recently adopted a process perspective of absorptive capacity, which refers to a firm’s ability to explore, retain and exploit external knowledge. This paper develops a conceptual framework with propositions relating technology orientation, responsive market orientation and proactive market orientation to the three process stages of absorptive capacity under different conditions of environmental dynamism.

Originality/value

Beyond the relevance of technology and market orientation for fostering internal innovation, this paper points to their importance for successfully acquiring external technological knowledge. In light of increasingly open innovation processes, absorptive capacity is an essential complement to internal innovation in linking technology and market orientation to firm performance.

Details

Journal of Business & Industrial Marketing, vol. 31 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 12 October 2015

Sanjay Sharma and Sachin Modgil

The purpose of this paper is to identify the importance of integration of supply chain management practices with total quality management (TQM) practices to augment business…

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Abstract

Purpose

The purpose of this paper is to identify the importance of integration of supply chain management practices with total quality management (TQM) practices to augment business performance. The objective of paper is to focus on the two important dimensions, namely, supply chain and TQM of an organization with special reference to the concepts: exploration and exploitation.

Design/methodology/approach

In total, 20 variables have been identified (independent variables) which impact business performance (dependent variable). Variables have been extracted into four categories with a combination of two orientations, i.e., exploitation and exploration, with respect to quality management and supply chain practices.

Findings

Configurationally four different combinations concerning supply chain and TQM were identified in which an enterprise can operate. This is supported with the four different case studies.

Practical implications

This study leads to some interesting practical implications for practicing managers as it offers a framework in which the supply chain and TQM practices can be implemented with respect to an organizational structure (mechanistic or organic structure), environmental conditions (uncertain environment and rapidly changing product life cycle) and identification of customer orientations (whether customer is price sensitive or customer makes buying decision on account of trust or relation to the product).

Originality/value

The concept of supply chain exploitation and supply chain exploration with different orientations of quality management is not studied comprehensively before. This paper provides a background for establishing a framework of strategies for supply chain and quality practices, with respect to the exploitation and exploration scenario.

Details

Journal of Enterprise Information Management, vol. 28 no. 6
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 17 August 2015

William R. Carter

The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and…

1398

Abstract

Purpose

The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities.

Design/methodology/approach

This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research.

Findings

A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each type of ambidexterity are described.

Research limitations/implications

As only an initial and conceptual foray toward the purpose stated above, this research does not attempt to argue a comprehensive theoretical framework. Nor does it intend to extend or propose new theory regarding the origins of ambidexterity capabilities or the specific causal relationships between them.

Practical implications

Although prior literature emphasizes approaches for achieving and maintaining ambidexterity, these generally refer to what is described here as zero-order ambidexterity. The hierarchical and holistic system view offered in this research suggests greater importance for second-order ambidexterity and capabilities of top managers for exercising cognitive, behavioral and process leadership complexity.

Originality/value

Recent literature on ambidexterity begins to suggest varied types or levels of ambidexterity. No known work, however, has expressly deconstructed ambidexterity into component dimensions via the hierarchy of capabilities framework.

Details

Management Research Review, vol. 38 no. 8
Type: Research Article
ISSN: 2040-8269

Keywords

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