Over the course of three to four decades, most well-established companies lose their dominating position in the market or fail entirely. Their failure occurs even though they have resources for sensing shifting market trends, skills and assets to develop nextgeneration technologies, and the financial means to fill skill gaps and afford risky investments. Nevertheless, incumbents obviously find it very difficult to invest in innovation that takes attention and resources away from a highly successful core business. A solution to this "innovator's dilemma" is the concept of "organizational ambidexterity", which has garnered considerable attention among researchers in organization and innovation. According to empirical findings and emergent theory, companies can improve their financial performance and ensure their long-term survival by balancing their innovation activities, so that they are equally focused on exploratory (discontinuous) and exploitative (incremental, continuous) innovations. But how can such a balance be achieved? The literature on the organizational theory and related fields (product innovation, knowledge management, creativity, etc.) identifies more than 300 contributing factors to innovation and ambidexterity: many are interdependent so that their impacts compound or cancel each other. Moreover, for many factors, there is limited empirical data and the size of impacts is unknown. To understand which managerial actions lead to ambidexterity, this dissertation develops a novel approach to the List of Tables vi List of Figures vii 1. Introduction 2. Approaches to Organizational Ambidexterity 3. Research Foundations: Exploratory Modeling and Analysis and Fuzzy Cognitive Mapping 4. Research Design 5 Simulations and results 6. Discussion of Results 7. Limitations 8. Future research 9. Contributions References Appendix A-List of concepts in final collective FCM Appendix B-Inter-coder reliability survey results Appendix C-Content Analysis using Fuzzy Cognitive Map (FCM) Appendix D-Expert panel and connection weight survey Appendix E-Domain and collective cognitive maps memo
Organizational research describes the inherent tension between innovation, as a means to adapt to environmental change, and continuing to do what one does well and what current customers appreciate. Managing this tension successfully leads to so-called ambidexterity. How to achieve it is still a matter of debate: proponents of structural approaches recommend a separation of exploration and exploitation, while proponents of so-called contextual ambidexterity suggest that contextual factors such as culture and process are equal if not more critical in leading the organization to ambidexterity. Based on the findings of empirical ambidexterity research, many more factors are suggested, though they are rarely researched in an ambidexterity context nor are the interdependencies between the factors and the known ambidexterity strategies described. To guide future research, this paper develops an expanded and system-focused framework for achieving ambidexterity. It is used to review and integrate findings from organizational theory and neighboring disciplines, including project management theories, knowledge management theories, human resource management theories, and open and distributed innovation theories. Managerial implications are discussed and illustrated with a case example. The resulting work provides the basis for explicitly modeling the drivers and inhibitors of exploration and exploitation and their interdependencies. In future research, this can be used to better understand and overcome conflicting objectives, devise new approaches for achieving ambidexterity, and ultimately design more successful organizations.
We compute several eccentricity-related invariants for small single-defect nanocones and then fit a cubic polynomial through the computed values in order to obtain explicit formulas.
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