Achieving contextual ambidexterity in R&amp;D organizations: a management control system approach

McCarthy, Ian P.; Gordon, Brian R.

doi:10.1111/j.1467-9310.2011.00642.x

Cited by 140 publications

(135 citation statements)

References 82 publications

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“…Ambidexterity as a managerial capability was traditionally studied in mainly large firms from developed countries, and subsequently in R&D organisations in the context of inter-firm collaboration (McCarthy and Gordon, 2011;Michelfelder and Kratzer, 2013;Riccaboni and Moliterni, 2009). Gilley et al (2010) observe ambidexterity at the team level, which could be the case of smallholder farmers who explore new ways of doing things (exploration) for tackling their problems in communities of practice formed with family peers and neighbours.…”

Section: Ambidexterity In Netchainsmentioning

confidence: 99%

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Perdomo

Farrow²,

Trienekens

et al. 2016

Journ. Chain and Network Sc.

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The Sub-Saharan African smallholder agricultural sector faces multiple and usually complex challenges, which can potentially be overcome by collective action. Smallholder farmers and other value chain stakeholders can tackle temporal, structural and contextual challenges by joining multi-level innovation networks to benefit collectively from shared information, knowledge, improved capacities and economies of scale in a process of innovation. Ambidexterity is a capability of innovation networks to balance exploration and exploitation dynamics in an innovation process, and is applicable at multiple levels: individuals, leaders, champions, teams and clusters. In the paradigm of open innovation, these levels become intertwined in hybrid social structures of innovation netchains. The objective of this paper is to describe the roles and identify the stakeholders that play those roles in an innovation process. We present case studies on farmer groups who participate in collective action and we compare multi-stakeholder platforms with other configurations of actors that tackle challenges in potato netchains in three Sub-Saharan African countries. We track and analyse innovation trajectories for six cases adapting netchain analysis techniques linking roles with the challenges faced at particular stages of each innovation trajectory. We find three management designs for fostering exploration and exploitation: (1) exploratory or exploitative management designs for small innovation networks; (2) exploitative management designs for larger networks; and (3) ambidextrous management designs for multi-stakeholder networks. Traditional roles played by managers are identified to manage exploration and exploitation in an ambidextrous way, but also evidence of roles of civil society actors facilitating collective action for the emergence of multi-stakeholder cooperatives. Since ambidexterity is about dynamism, we identified three types of mobility to be fostered when tackling challenges in an innovation process: (1) mobility-dynamism of the innovation process over time; (2) structural-knowledge mobility in innovation networks; and (3) boundary mobility.

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Section: Ambidexterity In Netchainsmentioning

confidence: 99%

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Perdomo

Farrow²,

Trienekens

et al. 2016

Journ. Chain and Network Sc.

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“…The organizational ambidextrous culture has been defined as adaptive culture and consistent culture according to the connotation of contextual ambidexterity [40]. Mccarthy and Gordon [64] suggested that a team with ambidextrous culture pays attention to the employees, encourages the decision making and allocates time spontaneously.…”

Section: Ambidextrous Leadership and Project Ambidextrous Culturementioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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“…Gibson and Birkinshaw (2004) refer to this as structural ambidexterity. In contrast, contextual ambidexterity allows for exploitation and exploration behaviours to occur within one organisational unit, through the use of organisational stimuli (e.g., processes, leadership and rewards) (McCarthy and Gordon, 2011). Firms can achieve contextual ambidexterity through processes and systems that enable and encourage employees to decide individually how much time to allocate to exploration and exploitation (Gibson and Birkinshaw, 2004).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A multidimensional profile model of ambidexterity and innovation: an empirical case study

Gottberg

Matheus

Sarma

2016

IJTPM

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Abstract:The purpose of this study is to examine which combination of dimensional features of ambidexterity influences innovation. Furthermore, this study examines the way in which the combination of dimensional features of ambidexterity influences an organisation's ability to innovate. We used a single holistic case study design and conducted semi-structured interviews with innovation experts from an outdoor company. We used template analysis to analyse our data.Unlike existing studies that examined ambidexterity in relation to innovation by offering theoretical arguments, simulations and little empirical research, we contribute a multidimensional profile model -comprised of a combination of the different features associated with the dimensions of organisational ambidexterity -to the existing literature. Based on this, we explain how some dimensional features of ambidexterity are identified, and subsequently how their combinations influence an organisation's ability to innovate. We also contribute to the literature on profile models of multidimensional constructs. We suggest that future research could longitudinally examine organisational ambidexterity from a multidimensional view through multiple cross-industry cases.

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Achieving contextual ambidexterity in R&D organizations: a management control system approach

Cited by 140 publications

References 82 publications

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

A multidimensional profile model of ambidexterity and innovation: an empirical case study

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