Ambidestralidade e desempenho socioambiental de empresas do setor eletroeletrônico

Abstract

The aim of this work was to study the relationship between ambidexterity and environmental and social performance of organizations. Defined as the ability to balance efforts between exploitation and exploration activities, respectively based on incremental and radical innovations, ambidexterity has been identified as an essential capability in creating competitive advantage. Studies on the subject have been relating superior economic performance to ambidexterity, leaving a gap in relation to other dimensions of sustainability. Due to the importance that the sustainability issue has taken on in society, this research studies the environmental and social performance of ambidextrous organizations. Data obtained in a survey conducted among 131 companies in the electronics industry were subjected to Cluster Analysis, Variance Analysis and Scheffé post hoc test. As a result, it was found that the 44 ambidextrous organizations achieved the higher social and environmental performance, showing the positive relationship between ambidexterity and social and environmental performance. keywords Innovation, sustainability, ambidextrous organizations, social and environmental performance.

The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance

“…Assuming that innovation strategies are developed in order to increase the company's economic and financial sustainability through revenue and productivity growth (KAPLAN; NORTON, 2008; MINTZBERG; AHLSTRAND; LAMPEL, 2009; PORTER, 1986; SCANDELARI; CUNHA, 2013; YOSHIKUNI; JERONIMO, 2013) and that organizational performance is related to the company's ability to use internal resources in business processes (YOSHIKUNI; ALBERTIN, 2017), as well as based on previous studies in stable economies, which found that innovation influences organizational performance (FANG;LEVINTHAL, 2009;HE;WONG, 2004;JANSEN et al, 2006;SCANDELARI;CUNHA, 2013;UOTILA et al, 2009), we propose the following hypotheses: H1: Exploratory innovation is positively associated with organizational performance H2: Exploitative innovation is positively associated with organizational performance.…”

“…Innovation can be classified as exploratory and exploitative (GUPTA;SMITH;SHALLEY, 2006;JANSEN et al, 2006;SCANDELARI;CUNHA, 2013). Seminal research regarding innovation with this approach emerged with March (1991) and later in studies concerning organizational learning, strategy and entrepreneurship (JANSEN et al, 2006).…”

“…The term exploration in the context of the strategic role relates to the investigation of new ideas and solutions, encompassing the organizational actions of search, discovery, experimentation and risk-taking (HO;LU, 2015;MARCH, 1991). With this focus, it involves experimenting with new ideas, paradigms, technologies, strategies and knowledge, with the aim of discovering alternatives that will surpass or at least meet the needs of the market (BENNER;TUSHMAN, 2003;LEWIN;VOLBERDA, 1999;SCANDELARI;CUNHA, 2013). According to Jansen et al (2006), exploratory innovation is based on developing strategies that will meet new demands for products and services, in a frequent cycle of reinventing the portfolio, accepting challenges to serve new markets, and developing new distribution channels and new units and production lines in order to achieve competitive advantage.…”

“…Companies that practice exploratory innovation thus require human, technological, and organizational capital resources NORTON, 2008) with the ability to operate in competitive environments. Exploratory innovation strategies are associated with uncertainty and greater risks of failure in implementing the strategy, but they offer superior performance gains (BENNER;TUSHMAN, 2003;NORTON, 2008;MINTZBERG;AHLSTRAND;LAMPEL, 2009;PORTER, 1986;SCANDELARI;CUNHA, 2013).…”

Efeitos do Exploration, Exploitation e Ambidestria no Desempenho das Organizações de Software

“…March (1991, p.71) indica que o exploration está relacionado com a "capacidade gerencial de criação, inovação, experimentação, pesquisa e descoberta". Na indústria do software, o exploration pode ser definido como a criação dos novos produtos, aplicativos, armazenamentos, plataformas e módulos de enterprise resource planning ou business inteligence, ou seja, é uma propensão ao desenvolvimento de inovações radicais (Scandelari & Cunha, 2013).…”