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Organizational Ambidexterity : Implications for the Strategy-Performance Linkage.

Author: W Henning Blarr
Publisher: Dordrecht : Springer, 2012.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
Today's companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: W Henning Blarr
ISBN: 9783834968593 3834968595
OCLC Number: 809770750
Description: 1 online resource (215 pages)
Contents: Foreword; Table of Contents; List of Figures; List of Tables; List of Abbreviations; 1. Introduction; 1.1. Research Question; 1.2. Structure and Goal of the Thesis; 2. The Concept of Fit; 2.1. Theoretical Foundations; 2.2. The Fit between Strategy and Structure; 2.3. Types of Fit; 2.3.1. Fit as Moderation; 2.3.2. Fit as Mediation; 2.3.3. Fit as Profile Deviation; 2.3.4. Fit as Matching; 2.3.5. Fit as Covariation; 2.3.6. Fit as Gestalts; 2.4. Recapitulating Evaluation on the Concept of Fit; 3. Organizational Ambidexterity; 3.1. Theoretical Foundations; 3.1.1. Exploration and Exploitation. 3.1.2. Organizational Ambidexterity3.2. Organizational Ambidexterity in Strategic Management Research; 3.2.1. Cyclical Ambidexterity; 3.2.2. Reciprocal Ambidexterity; 3.2.3. Harmonic Ambidexterity; 3.2.4. Partitional Ambidexterity; 3.3. Recapitulating Evaluation on Organizational Ambidexterity; 4. Organizational Ambidexterity and Strategic Fit; 4.1. Similarities and Differences; 4.1.1. Cyclical Ambidexterity and Fit between Strategy and Structure; 4.1.2. Reciprocal Ambidexterity and Fit between Strategy and Structure; 4.1.3. Harmonic Ambidexterity and Fit between Strategy and Structure. 4.1.4. Partitional Ambidexterity and Fit between Strategy and Structure4.1.5. Recapitulating Evaluation on Similarities and Differences; 4.2. Development of Hypotheses; 4.2.1. Fit and Performance; 4.2.2. Ambidexterity and Performance; 4.2.3. Ambidexterity versus Fit; 4.2.4. The Right Level of Exploration and Exploitation; 4.2.5. Control Variables; 4.3. Development of the Research Model; 5. Research Design, Data Generation, and the Research Instrument; 5.1. Selection of Research Design; 5.2. Design of the Research Instrument; 5.2.1. Questionnaire; 5.2.2. Measurement of Variables. 5.3. Sample Generation5.4. Data Collection & Evaluation; 5.4.1. Data Collection; 5.4.2. Evaluation; 6. Results; 6.1. Descriptive Analysis; 6.1.1. Company Size; 6.1.2. Company Age; 6.1.3. Industries; 6.1.4. Firm performance; 6.1.5. Pre-Performance; 6.1.6. Strategic Type; 6.1.7. Organizational Structure; 6.1.8. Fit of Strategy and Structure; 6.1.9. Organizational ambidexterity; 6.2. Multivariate Analysis; 6.2.1. Fit and Performance; 6.2.2. Ambidexterity and Performance; 6.2.3. Ambidexterity versus Fit; 6.2.4. The Right Level of Exploration and Exploitation; 6.3. Recapitulating Evaluation. 7. Discussion and Implications7.1. Discussion of Study Results; 7.1.1. Fit and Performance; 7.1.2. Ambidexterity and Performance; 7.1.3. Ambidexterity versus Fit; 7.1.4. The Right Level of Exploration and Exploitation; 7.2. Limitations; 7.3. Implications for Research and Practice; Appendix; Bibliography.

Abstract:

Today's companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental.

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