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Article
Publication date: 13 April 2018

Saurav Snehvrat and Swarup Dutta

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions…

Abstract

Purpose

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs) at Tata Motors, an Indian automotive giant.

Design/methodology/approach

This study utilizes an in-depth multi-level case study highlighting the ambidexterity dynamics across strategic, business unit and functional levels.

Findings

The authors visualize the NPI system found in the firm, including the interactions between structure, process and governance, as a metaroutine. Based on this visualization, the authors argue that certain ostensive (like voice of customer, commonality) and performative (role of leadership and creative recombination) aspects of the metaroutine aid exploratory and exploitative learning across levels at Tata Motors. Further, the authors argue that the role of embedded NPI metaroutine aspects in promoting multi-level ambidexterity offers a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity.

Practical implications

This study focuses on the aspects of the NPI metaroutine that enable ambidexterity within the studied firm. The authors argue that apart from the structural, temporal and contextual mechanisms, managers also need to focus on the nuances of NPI metaroutines and their potential to promote ambidexterity across levels.

Originality/value

The authors visualize the interactions between the process, structure and governance mechanisms, related to NPI, as a metaroutine. The authors argue that metaroutine enabled approaches to ambidexterity offer a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity. Also, metaroutine enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 5 no. 3
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 14 May 2018

Saurav Snehvrat, Amit Kumar, Rahul Kumar and Swarup Dutta

The academic discipline of ambidexterity is recognized as an established field within strategic management and organization theory. Extant works in the field recognize the…

Abstract

Purpose

The academic discipline of ambidexterity is recognized as an established field within strategic management and organization theory. Extant works in the field recognize the recent burgeoning academic emphasis on ambidexterity and suggest either an impending focus or a decline of the field. Although there have been attempts to review the field of ambidexterity, most of these reviews have not followed a systematic and scientific approach for extricating the key themes emerging within. The purpose of the study is to inductively and systematically capture the main elements constituting the current boundary of the field.

Design/methodology/approach

To achieve the stated purpose, this study uses data/text mining to analyze abstracts of scholarly ambidexterity papers published over the past two decades (1997-2016) in academic journals. Using text-mining, lexical analysis is performed to compute the frequency distribution of words. The frequently occurring words are studied in detail and their association with ambidexterity is also studied by means of co-relation. This analysis (used for generation of first order themes) is then complemented by a manual analysis of each first order theme to come up with trends and sub-themes lying within.

Findings

The analysis extracts eight distinct themes that indicate the current boundary of ambidexterity research. The findings highlight the potential areas for future academic attention such as networks, business models, leadership, dynamic capability and their inter-linkages with the field of ambidexterity. Overall, the field of ambidexterity is receiving heightened academic interest coupled with a dynamic proliferation across a host of related management fields. Apart from the required future consolidation, the field also needs new insights to enhance its explanatory power.

Research limitations/implications

This study analyzes abstracts of 504 works on ambidexterity (in the last two decades) to inductively indicate the current boundaries of the field using a data/text mining approach. Papers that do not explicitly mention ambidexterity in their abstracts, title or keywords are not included in the analysis.

Practical implications

The insights of the analysis will not only help researchers but also offer practitioners a good view point about the myriad of paths (not restricted to contextual, structural and temporal) through which ambidexterity can be promoted within and at the organization level.

Originality/value

The three-fold contribution of this study is a systematic and scientific approach adopted to define the current boundary of the field of ambidexterity, followed by an exploration of a set of eight distinct themes and finally the identification of ongoing debates, research gaps and future research questions in light of the analysis performed.

Details

International Journal of Organizational Analysis, vol. 26 no. 2
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 17 June 2021

Swarup Kumar Dutta and Saurav Snehvrat

The purpose of this paper is to explore the multi-level ambidexterity challenges through the metaroutine lens. Further, while confronting the ambidexterity challenges, it…

Abstract

Purpose

The purpose of this paper is to explore the multi-level ambidexterity challenges through the metaroutine lens. Further, while confronting the ambidexterity challenges, it is found that what is paradox at one level can be understood as tradeoffs at another level. This study uses an in-depth multi-level case study of Tata Motors, an Indian automotive giant highlighting the ambidexterity dynamics across strategic, business unit and functional levels to demonstrate that paradoxes at the strategic level are converted to manageable tradeoffs at the business unit/ operational level. Also, metaroutine-enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations.

Design/methodology/approach

This study uses a case-based methodology (Eisenhardt, 1989) similar to the approach of Adler et al. (1999). The field research consisted of in-depth interviews, which focus on gathering information from the key involved members in the field, thus enabling us to understand how multi-level ambidexterity is promoted within Tata Motors. A semi-structured interview guide was used to collect data for this study.

Findings

The metaroutine lens offers an alternative route to explain the multi-level ambidexterity dynamics at Tata Motors. The ambidexterity questions at different levels in Tata Motors seem to be a mixture of paradoxes and tradeoffs. However, a key trend emerges. At the strategic and business unit level, the firm wanted to exploit their existing products and explore new customer segments. At the product level, the strategic and NPI core team wanted to best combine the customer centric explorations with exploitations resulting in cost savings. The ambidexterity questions at these two levels seem to be paradoxes. However, as the authors analyze the functional domains, it appears that each individual domain was working under increased constraints. Hence, the ambidexterity questions at the domain level seem to be a tradeoff based on the constraints faced by individual functional domains.

Originality/value

This study presents an in-depth multi-level case study of an Indian automotive giant, Tata Motors. The authors present the role of metaroutines in shaping the ambidexterity issues during the development of passenger vehicles. This study builds on the seminal work of Adler et al., 1999, and extends the discussion to the framing of the ambidexterity question as a paradox and/or a tradeoff. The core argument of this paper is that balancing opposite polarities in business models is basically a paradoxical issue in the exploitation/ exploration relationship.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 12 June 2020

Taohua Ouyang, Xin Cao, Jun Wang and Sixuan Zhang

In this study, the authors aim to address the following two research questions: (1) How do technology innovation paradoxes manifest themselves in technological changes…

Abstract

Purpose

In this study, the authors aim to address the following two research questions: (1) How do technology innovation paradoxes manifest themselves in technological changes? (2) How do incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity? To do so, the authors examine technology innovation in cloud computing, which has taken shape and brought about changes to the information technology industry. Specifically, the authors examine how a traditional software company, China Standard Software Co., Ltd. (CS2C), successfully navigated the technological transition to cloud computing from its existing operating systems business by managing innovation paradoxes through multi-level ambidexterity capabilities.

Design/methodology/approach

This study examines a single exploratory case and conducts an in-depth analysis of how technology innovation paradoxes manifest themselves in technological changes and how incumbent firms manage technology innovation paradoxes through multi-level organizational ambidexterity. The data collection and analysis occurred simultaneously through three phases. In Phase 1, one of the authors who had worked at CS2C for many years enabled the authors to obtain access to the company. The data analysis during this phase provided the authors with the history and current situation of CS2C, enabling them to understand the external circumstances, such as particular historical period, and internal conditions, such as cultural and technological changes, that would be relevant throughout the course of their study. It also helped the authors identify organizational ambidexterity capability as the guiding theoretical concept for their research. In Phase 2, the authors engaged in site visits and conducted detailed interviews with employees working at CS2C. In Phase 3, most of the data analysis was conducted. When the interview data were not sufficient to support the theoretical analysis, additional data were collected via phone calls and emails, to assure data-theory-model alignment.

Findings

The authors’ findings show that technology innovation paradoxes manifest themselves as contradictory relationships and mutual support relationships between exploitative and exploratory innovation. In addition, the authors identify three integration mechanisms as key to multi-level organizational ambidexterity capabilities in managing technology innovation paradoxes in technological changes.

Originality/value

Three important theoretical implications can be drawn from our case analysis. First, this research contributes to the knowledge of innovation paradoxes during technological changes. Second, this research provides a model of multi-level organizational ambidexterity capability in technological changes. Third, this research proposes three integration mechanisms driven by three types of ambidexterity capability at different organizational levels.

Details

Internet Research, vol. 30 no. 5
Type: Research Article
ISSN: 1066-2243

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Article
Publication date: 6 June 2016

Na Fu, Qinhai Ma, Janine Bosak and Patrick Flood

Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational…

Abstract

Purpose

Organizational ambidexterity enables firm to simultaneously exploit existing resources and explore new resources. It is associated with high levels of organizational performance. The purpose of this paper is to identify key internal management resources which contribute to building organizational ambidexterity. In particular, this study examines the impact of intellectual capital, i.e. human, social, and organizational capital, on organizational ambidexterity which in turn influences firm performance.

Design/methodology/approach

The research was conducted within the context of professional service firms due to the importance of intellectual capital and organizational ambidexterity. Data were collected from 112 Chinese (cross-sectional design) and 93 Irish accounting firms (time-lagged design).

Findings

Results provide support for the linkage of intellectual capital to organizational ambidexterity and firm performance. Interestingly, findings are mixed regarding the impact of the three types of capital resources on organizational ambidexterity across both countries.

Practical implications

This study finds that various components of intellectual capital facilitate organizational ambidexterity which in turn improves firm performance. Therefore the authors provide managers with evidential support for the salience of intellectual capital in enabling organizations to simultaneously engage in exploiting existing resources while also exploring new ideas and opportunities.

Originality/value

This study is unique in that it highlights the importance of internal management resources in building up organization’s ambidexterity capability. The link between intellectual capital and organizational ambidexterity was established using a rigorous research design which has not been done before. It also emphasizes the role of people in leading to organizational effectiveness via developing organizational ambidexterity. Furthermore the evidence is gathered in two countries.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 3 no. 2
Type: Research Article
ISSN: 2051-6614

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Book part
Publication date: 1 January 2013

Paula Jarzabkowski, Michael Smets, Rebecca Bednarek, Gary Burke and Paul Spee

This paper develops a practice approach to institutional ambidexterity. In doing so, it first explores the ‘promise’ of institutional ambidexterity as a concept to address…

Abstract

This paper develops a practice approach to institutional ambidexterity. In doing so, it first explores the ‘promise’ of institutional ambidexterity as a concept to address shortcomings with the treatment of complexity in institutional theory. However, we argue that this is an empty promise because ambidexterity remains an organizational level construct that neither connects to the institutional level, or to the practical actions and interactions within which individuals enact institutions. We therefore suggest a practice approach that we develop into a conceptual framework for fulfilling the promise of institutional ambidexterity. The second part of the paper outlines what a practice approach is and the variation in practice-based insights into institutional ambidexterity that we might expect in contexts of novel or routine institutional complexity. Finally, the paper concludes with a research agenda that highlights the potential of practice to extend institutional theory through new research approaches to well-established institutional theory questions, interests and established-understandings.

Details

Institutional Logics in Action, Part B
Type: Book
ISBN:

Keywords

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Article
Publication date: 13 September 2021

Johannes W.F.C. van Lieshout, Jeroen M. van der Velden, Robert J. Blomme and Pascale Peters

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore…

Abstract

Purpose

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.

Design/methodology/approach

The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.

Findings

Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.

Originality/value

Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.

Details

European Journal of Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2183-4172

Keywords

Content available
Article
Publication date: 19 September 2018

Jacobo Ramirez, Claudia Vélez-Zapata and Sergio Madero

The purpose of this paper is to analyze firms and employees’ strategies in illegitimate institutional contexts in which non-governmental armed groups enforce illegitimate…

Abstract

Purpose

The purpose of this paper is to analyze firms and employees’ strategies in illegitimate institutional contexts in which non-governmental armed groups enforce illegitimate activities in firms and civil society. The aim is to recognize employees as key and effective players in implementing ambidextrous organizational and human resource management (HRM) strategies. We know little regarding employee norms and behaviors in complying with global market standards while surviving in environments characterized by high levels of civil violence and crime.

Design/methodology/approach

This paper presents an explorative, qualitative study based on 65 semi-structured interviews and conversations with employees in Colombia and Mexico over four years.

Findings

The findings of this paper indicate that the presence of non-governmental armed groups forces firms, HR departments and front-line managers to strategically exploit security measures inspired by employees’ informal institutions to protect firm assets while implementing innovative exploration strategies to improve employee work conditions, survive in unsafe environments and remain internationally competitive.

Originality/value

The findings suggest that organization, HRM and employee ambidexterity are organizational advantages in illegitimate institutional contexts. This study contributes to the literature linking ambidexterity and institutional theory by emphasizing informal institutions when examining employment relationships in unsafe environments.

Objetivo

o objetivo deste trabalho é fazer uma análise das estratégias de empresas e empregados em contextos institucionais ilegítimos onde grupos armados afetam empresas e sociedade civil através da implementação de atividades fora da lei. O objetivo é reconhecer aos empregados como funcionários-chave e efetivos na implementação de estratégias de ambidestria organizacional e da gestão de recursos humanos (HRM). Conhecemos poucas informações sobre as políticas, estratégias, práticas e comportamentos dos funcionários para cumprir com os padrões globais, as suas responsabilidades e funções no cargo, enquanto procuram sobreviver em simultâneo em contextos que têm um alto nível de violência e criminalidade contra a população.

Design/metodologia/abordagem

Este artigo apresenta um estudo exploratório sob uma abordagem qualitativa com base em 65 entrevistas semiestruturadas e conversas com funcionários na Colômbia e no México ao longo de um período de quatro anos.

Conclusões

Nossas descobertas indicam que os grupos armados não governamentais têm forçado organizações, setores de recursos humanos e gerentes da linha de frente a explorar estrategicamente medidas de segurança inspiradas nas instituições informais para proteger os ativos da empresa. Além disso, as empresas têm adotado estratégias exploratórias inovadoras para melhorar as condições de trabalho dos funcionários, lidar e sobreviver em ambientes de risco e continuar sendo competitivas internacionalmente.

Originalidade/valor

Nossas descobertas sugerem que a organização, a gestão dos recursos humanos e ambidestria dos funcionários são uma vantagem organizacional em contextos institucionais ilegitimos. Nosso estudo tem como objetivo contribuir para a literatura que liga a ambidestria com a teoria institucional com o fim de destacar o papel das instituições informais na análise das relações de trabalho em ambientes inseguros.

Palabras chave

Instituições Informais, instituições ilegítimas, Ambidestria, Gupos armados não-governamentais, Colômbia, México

Tipo de artículo – Trabajo de pesquisa

Propósito

el propósito de este trabajo es analizar las estrategias de las empresas y los empleados en contextos institucionales ilegítimos en los que los grupos armados afectan a las empresas y la sociedad civil mediante la implementación de actividades al margen de la ley. El objetivo es reconocer a los empleados como actores clave y efectivos en la implementación de estrategias de ambidestreza organizacional y de gestión de recursos humanos (HRM). Sabemos poco sobre las políticas, estrategias, prácticas y comportamientos de los empleados para cumplir con los estándares mundiales, sus responsabilidades y funciones en el cargo y al mismo tiempo sobrevivir en entornos caracterizados por un alto grado de delincuencia y violencia hacia la población civil.

Diseño/metodología/enfoque

este documento presenta un estudio exploratorio bajo una perspectiva cualitativo basado en 65 entrevistas semiestructuradas y conversacionales con empleados en Colombia y México durante un período de cuatro años.

Hallazgos

nuestros hallazgos indican que grupos armados al margen de la ley han obligado a organizaciones, departamentos de recursos humanos y gerentes de primera línea a explotar estratégicamente medidas de seguridad inspiradas en instituciones informales para proteger activos de la empresa mientras implementan estrategias exploratorias innovadoras para mejorar las condiciones de trabajo de los empleados, sobrellevar y sobrevivir en entornos de riesgo e inseguros y, a la par, seguir siendo competitivos en el plano internacional.

Originalidad/valor

nuestros hallazgos sugieren que la organización, la gestión de recursos humanos y la ambidestreza de los empleados son una ventaja organizativa en contextos institucionales ilegítimos. Nuestro estudio tiene como objetivo contribuir a la literatura que vincula la ambidestreza y la teoría institucional destacando las instituciones informales para examinar las relaciones en entornos inseguros.

Palabras clave

Instituciones informales, Instituciones ilegítimas, Ambidestreza, Grupos armados no gubernamentales, Colombia, México

Tipo de artigo

Trabalho de investigação

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 16 no. 2
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 9 March 2021

Mile Katic, Dilek Cetindamar and Renu Agarwal

Whilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how…

Abstract

Purpose

Whilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how these so-called ambidextrous capabilities are deployed remains elusive. Thus, the authors aim to investigate the role of better management practices (BMP), as organisational routines, in deploying ambidextrous capabilities in practice.

Design/methodology/approach

High-variety, low-volume (HVLV) manufacturers are adopted as exemplar ambidextrous organisations. A conceptual model was developed where BMP, including human resource management (HRM) and production planning and control (PPC), are considered as mediators in the relationship between ambidextrous capabilities and organisational performance outcomes. Partial least squares structural equation modelling was adopted to analyse the results of a survey undertaken by Australian HVLV manufacturers.

Findings

The results suggest that merely holding ambidextrous capabilities is not enough – demonstrating a fully mediating role of BMP between ambidextrous capabilities and HVLV manufacturer performance outcomes. However, the individual effects of PPC and HRM prove varied in their unique impact on HVLV manufacturer performance.

Practical implications

This study also provides a rare account of how HVLV manufacturers can leverage their inherently ambidextrous design towards greater organisational performance and highlights critical considerations in the selection of organisational capabilities.

Originality/value

By exemplifying the explanatory power of BMP in ambidextrous capability deployment, this study moves beyond the more prevalent stance on the links between BMP and ambidextrous capabilities as that of capability building through management practices, to one concerning the deployment of the capability itself.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 4
Type: Research Article
ISSN: 1741-038X

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Book part
Publication date: 5 October 2020

Kittisak Jermsittiparsert

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect…

Abstract

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of job satisfaction, competitive advantage and business sustainability is also examined. For this purpose, a cross-sectional research design was selected. Population of the study were based on the manufacturing Small and Medium Enterprises (SMEs) of Thailand. Employees of these SMEs were selected to collect the data. Therefore, respondents of the study were employees of Thai manufacturing SMEs. Various close ended questions related to the concerned study were asked on a five-point Likert scale. Furthermore, this study analyzed the data with the help of Partial Least Square-Structural Equation Modeling (PLS-SEM). Results of the study revealed that both leadership styles and Industry 4.0 have significant role in organization performance. Leadership styles and Industry 4.0 influence positively on job satisfaction and competitive advantage, respectively. Further, job satisfaction and competitive advantage influence positively on business sustainability. Finally, business sustainability significantly improves organization performance. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership styles and Industry 4.0.

Details

Agile Business Leadership Methods for Industry 4.0
Type: Book
ISBN: 978-1-80043-381-6

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