structural ambidexterity |
- Structural division of tasks; - Dual structures; - Ambidexterity is achieved by means of distinct units that are united by a strategic intente, a broad set of values and linkage mechanisms necessary to leverage shared assets. |
- Less implementation complexity. |
- It can lead to isolation and failure of individual units to productively unite their efforts; |
O’Reilly e Tushman, 2013O'Reilly , C. A.III, & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future.The Academy of Management Perspectives,27(4), 324-338. https://doi.org/10.5465/amp.2013.0025 https://doi.org/10.5465/amp.2013.0025...
; Benner e Tushman, 2003Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited.Academy of Management Review,28(2), 238-256. https://doi.org/10.2307/30040711 https://doi.org/10.2307/30040711...
; O'Reilly e Tushman, 2008O’Reilly , C. A.III, & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma.Research in Organizational Behavior,28, 185-206. https://doi.org/10.1016/j.riob.2008.06.002 https://doi.org/10.1016/j.riob.2008.06.0...
; De Visser et al. (2010De Visser, M., de Weerd-Nederhof, P., Faems, D., Song, M., Van Looy, B., & Visscher, K. (2010). Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance. Technovation, 30(5-6), 291-299. https://doi.org/10.1016/j.technovation.2009.09.008 https://doi.org/10.1016/j.technovation.2...
). |
Contextual ambidexterity |
- Creating a setting or context in which individuals divide their attention between competing goals. |
Dynamic perspective on adjusting conflicting demands over time. |
- Need for multiple impulses simultaneously; - Greater implementation complexity. |
Gibson & Birkinshaw, 2004Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity.Academy of Management Journal,47(2), 209-226. https://doi.org/10.2307/20159573 https://doi.org/10.2307/20159573...
; Gurtner & Reinhardt, 2016; De Clercq, Thongpapanl & Dimov (2013De Clercq, D., Thongpapanl, N., & Dimov, D. (2014). Contextual ambidexterity in SMEs: The roles of internal and external rivalry.Small Business Economics,42(1), 191-205. https://doi.org/10.1007/s11187-013-9471-2 https://doi.org/10.1007/s11187-013-9471-...
); Balboni et al. (2019Balboni, B., Bortoluzzi, G., Pugliese, R., & Tracogna, A. (2019). Business model evolution, contextual ambidexterity and the growth performance of high-tech start-ups.Journal of Business Research,99, 115-124. https://doi.org/10.1016/j.jbusres.2019.02.029 https://doi.org/10.1016/j.jbusres.2019.0...
); Gonzalez & De Melo (2018Gonzalez, R. V. D., & de Melo, T. M. (2018). The effects of organization context on knowledge exploration and exploitation.Journal of Business Research,90(C), 215-225. https://doi.org/10.1016/j.jbusres.2018.05.025 https://doi.org/10.1016/j.jbusres.2018.0...
). |
Leadership-based ambidexterity |
- Focus on exploration and exploitation performance and on the role of key leaders in organizations, promoting ambidexterity; - Ambidexterity is supported and facilitated by leadership. |
- Dynamic perspective on adjusting conflicting demands over time; - Greater flexibility. |
- Greater implementation complexity. |
O’Reilly & Binns (2019O’Reilly, C., & Binns, A. J. M. (2019). The three stages of disruptive innovation: Idea generation, incubation, and scaling.California Management Review,61(3), 49-71. https://doi.org/10.1177/0008125619841878 https://doi.org/10.1177/0008125619841878...
); Rosing, Frese & Baush (2011Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership.The Leadership Quarterly,22(5), 956-974. https://doi.org/10.1016/j.leaqua.2011.07.014 https://doi.org/10.1016/j.leaqua.2011.07...
); O’Reilly & Tushman (2011O'Reilly , C. A.III, & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit.California Management Review,53(4), 5-22. https://doi.org/10.1525/cmr.2011.53.4.5 https://doi.org/10.1525/cmr.2011.53.4.5...
). |
Sequential ambidexterity |
- Temporal division of tasks; - Alternation between exploration and exploitation in the trajectory of companies, realigning their structures and processes in response to changes in the competitive environment. |
- Dynamic perspective on adjusting conflicting demands over time; - Less implementation complexity; - By oscillating between organizational modes such as centralization and decentralization, the organization can dynamically increase the levels of exploration and exploitation. |
- Difficulty in delimiting exploration and exploitation. |
Patel & Husairi, 2018Patel, C., & Husairi, M. A. (2018). Retracted: Firm adaptation, preadaptation, and sequential ambidexterity in firm boundaries during an era of ferment and an era of incremental change.Journal of Product Innovation Management,35(3), 330-349. https://doi.org/10.1111/jpim.12409 https://doi.org/10.1111/jpim.12409...
; Lavie, Stettner & Tushman, 2010Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations.Academy of Management Annals, 4(1), 109-155. https://doi.org/10.1080/19416521003691287 https://doi.org/10.1080/1941652100369128...
; Boumgarden, Nickerson & Zenger, 2012Boumgarden, P., Nickerson, J., & Zenger, T. R. (2012). Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance.Strategic Management Journal,33(6), 587-610. https://doi.org/10.1002/smj.1972 https://doi.org/10.1002/smj.1972...
. |