Risk and Organizational ambidexterity: a meta-synthesis of a case study and a framework

Severgnini, Elizandra; Takahashi, Adriana Roseli Wünsch; Abib, Gustavo

doi:10.15728/bbr.2019.16.5.4

Cited by 12 publications

(10 citation statements)

References 80 publications

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“…Therefore, it can be said that ambidexterity portrays the organization's ability to improve and perfect existing routines and methods and, at the same time, to adapt to changes that occur from the development of new opportunities (Birkinshaw & Gupta, 2013). With that, the referred conception constitutes the base for the performance, competitiveness, and survival in the market (Birkinshaw & Gupta, 2013;Raisch & Birkinshaw, 2008;Severgnini, Takahashi, & Abib, 2019).…”

Section: Strategic Entrepreneurship: Exploration Exploitation and Ambidexteritymentioning

confidence: 99%

“…Among these practices, it is possible to highlight aspects such as the foundation of the studied breweries, actions aimed at consolidating these companies in the market, the definitions and redefinitions of their business models, the creation of new types and styles of beer, improvements in terms of increase in production capacity, product quality, consumer satisfaction, market share, customer loyalty, and the adoption of new technologies, among other situations. Thus, the importance of the balance between exploration and exploitation is reinforced through different radical and incremental innovations that are consistent with and contribute to the configuration of organizational ambidexterity (Andriopoulos & Lewis, 2009;Gibson & Birkinshaw, 2004;Raisch & Birkinshaw, 2008;Severgnini et al, 2019). Ambidexterity is based on the manifestation of elements that establish and demonstrate the balance between exploration and exploitation actions, such as the creation of the brewery combined with the delimitation and refinement of the business model, the increase in market share coupled with improvements in terms of quality and production and commercialization processes, the creation of new products combined with the search for improvements in production and productivity, among other possibilities.…”

Section: Ambidexterity Practices In Craft Breweriesmentioning

confidence: 99%

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Strategic Entrepreneurship: Exploration, Exploitation, and Ambidexterity Practices in Craft Breweries From Uberlândia, Mg

Silvestre

Borges

Paula

2022

RAM, Rev. Adm. Mackenzie

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Purpose: This paper aims to understand the configuration of strategic entrepreneurship practices of exploration, exploitation, and ambidexterity in craft breweries from Uberlândia, MG. Originality/value: Strategic entrepreneurship enables the comprehension of entrepreneurial phenomena from an organizational perspective. Furthermore, this research is conducted in an emergent industry in Brazil, with few studies in the field of management that consider the idiosyncrasies of craft breweries. Design/methodology/approach: We conducted a qualitative multicase study with three craft breweries from Uberlândia, MG. Twelve interviews were performed, and the set of empirical data collected were analyzed through narrative analysis technique. Findings: We identified several strategic entrepreneurship practices in the craft breweing sector. First, exploration practices were found in some radical innovations, such as the pioneering nature in the production of craft beers in Uberlândia, the creation of new products, and in the setting of new business models. Second, exploitation practices were also identified in incremental innovations that enabled business development. Hence, ambidexterity relied on the balance of exploration and exploitation practices, as innovative endeavors enabled the creation and development of new products and access to new markets. Thus, strategic entrepreneurship practices reflect the initiatives of entrepreneurial agents that seek to promote organizational innovations in terms of quality improvements, new production and marketing strategies, and the adoption of new technologies. Therefore, strategic entrepreneurship reflects and contributes to innovation possibilities, strategic renewals, and the competitiveness of craft breweries, revealing the analytical power of this theoretical approach for the study of entrepreneurial phenomena.

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Section: Strategic Entrepreneurship: Exploration Exploitation and Ambidexteritymentioning

confidence: 99%

Section: Ambidexterity Practices In Craft Breweriesmentioning

confidence: 99%

Strategic Entrepreneurship: Exploration, Exploitation, and Ambidexterity Practices in Craft Breweries From Uberlândia, Mg

Silvestre

Borges

Paula

2022

RAM, Rev. Adm. Mackenzie

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“…Companies may possibly need to evolve in order to achieve sustainable business results for long-term sustainability and growth by leveraging or exploiting resources for product development and developing or exploring emerging innovations to produce new products (Revilla and Rodríguez-Prado, 2018; Zeng et al , 2017). The academics have long argued that adjustment in exploration and exploitation tactics is a crucial factor of long-term sustainability or growth (Severgnini et al , 2019; Vesal et al , 2017). Rao and Thakur (2019) have established that organizations, through exploration and exploitation, can possibly achieve sustainability.…”

Section: Literature Reviewmentioning

confidence: 99%

The intervention of strategic innovation practices in between regulations and sustainable business growth: a holistic perspective for Malaysian SMEs

Islam

Wahab

2021

WJEMSD

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PurposeSMEs that manage more sustainability focused initiatives into their core business strategy can possibly benefit from lower expenses, reduced threats and new business opportunities, but in Malaysia most of the SMEs are still far off in terms of adapting to a sustainable business growth outline from a holistic point of view. Hence, this study aims to serve deeper understanding about a strategic innovation focused sustainable growth model on basis of multidisciplinary QBL-QHIM theoretical perspectives where strategic innovation practices intervene in between desired growth and government support (regulations).Design/methodology/approachThis conceptual investigation embraces a newly emerged concern of sustainable business growth in SMEs, considering ranges of literature reviews from the disciplines of management and entrepreneurship. The study also systematically explores the concepts of regulations, strategic innovation practices on basis of QBL and QHIM theories to adjust the sustainable business growth model from a holistic angle.FindingsThe outcomes show that multidisciplinary QBL-QHIM conjunction within the interrelationships of the selected constructs holds the potential for innovation focused business growth in a more sustainable, comprehensive and holistic manner. The study also detects that exploitative-explorative innovation practices can possibly mediate in between suitable regulations and sustainable business growth of SMEs, considering supportive external environment.Research limitations/implicationsResearches are encouraged to test the proposed model.Practical implicationsThe study indicates a conceptual configuration for policy makers as well as entrepreneurs to ensure sustainable business growth for SMEs. The outcomes of the study also provide useful direction on decision-making process of owner or manager considering social, economic, environmental and spiritual aspects of daily operations.Social implicationsThe conceptual model may possibly able to generate more social values, considering a holistic angle into business activities.Originality/valueThe conceptualization is a unique attempt, considering developing regions to extend the current understanding of strategic innovation focused sustainable growth process of SMEs from a holistic angle.

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“…O empreendedorismo estratégico surge como possibilidade para a compreensão de problemáticas como as práticas de inovação e os processos de renovação estratégica (MARCH, 2001;GOEL;JONES III, 2016). Nesse sentido, as práticas de exploration analisadas, anteriormente, aproximam-se da concepção de inovações radicais, enquanto que, por sua vez, as práticas de exploitation aproximam-se da ideia de inovações incrementais, ou seja, aquelas que envolvem o refinamento de métodos, técnicas, produtos e serviços já utilizados pelas organizações (MOSS;PAYNE;MOORE, 2014;TAKAHASHI;ABIB, 2019). Nesse sentido, toda e qualquer melhoria observada em antigas certezas correspondem a práticas de exploitation (MARCH, 2001), que, por sua vez, aproximam-se da concepção de inovações incrementais.…”

Section: Práticas De Exploitation Em Cervejarias Artesanaisunclassified

“…Os fundamentos teóricos sobre ambidexterity (ambidestria) estão relacionados aos estudos de Ducan (1976), o qual corrobora com a ideia de que a ambidestria organizacional está ligada a análises nas empresas sobre dualidades contraditórias, como o exploration e o exploitation (MARCH, 2001;TAKAHASHI;ABIB, 2019). A literatura propõe que, para que haja o gerenciamento de demandas conflitantes, é necessário que as empresas encontrem um balanceamento, ou equilíbrio, na aplicação de recursos e práticas, incluindo-se aí as noções de exploration e exploitation (GUPTA; SMITH; SHALLEY, 2006; SEVERGNINI; GALDAMEZ; VIEIRA, 2018).…”

Section: Práticas De Ambidexterity Em Cervejarias Artesanaisunclassified

Processos de criação e desenvolvimento de novos negócios: estudo de casos múltiplos em Uberlândia-MG

Silvestre¹

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Risk and Organizational ambidexterity: a meta-synthesis of a case study and a framework

Cited by 12 publications

References 80 publications

Strategic Entrepreneurship: Exploration, Exploitation, and Ambidexterity Practices in Craft Breweries From Uberlândia, Mg

Strategic Entrepreneurship: Exploration, Exploitation, and Ambidexterity Practices in Craft Breweries From Uberlândia, Mg

The intervention of strategic innovation practices in between regulations and sustainable business growth: a holistic perspective for Malaysian SMEs

Processos de criação e desenvolvimento de novos negócios: estudo de casos múltiplos em Uberlândia-MG

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