Ambidexterity and Public Organizations: A Configurational Perspective

Cannaerts, Nele; Segers, Jesse; Warsen, Rianne

doi:10.1080/15309576.2019.1676272

Cited by 32 publications

(43 citation statements)

References 51 publications

(98 reference statements)

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“…Digital innovation is acknowledged as being associated with a new logic for the way in which innovation is governed and managed. However, normative findings in terms of how governance should be designed to facilitate a fruitful conciliation of the clash are still lagging (Nambisan et al, 2017(Nambisan et al, , 2019Cannaerts, Segers and Warsen, 2019;Magnusson et al, 2020). Empirical evidence of a bias Nambisan et al (2017) identify the conceptual elements of the governance of digital innovation.…”

Section: Precursory Findings and Theoretical Framing 21 Governing Digital Innovationmentioning

confidence: 99%

“…As noted by Zimmermann et al (2018) and Luger et al (2018), this capability furthermore requires BP that is instrumental in temporarily and iteratively achieving optimal balance. Despite ambidexterity having received a substantial amount of interest from the research community during the past couple of years, there is still a dearth of research into said BP (Zimmermann et al, 2018;Montealegre et al, 2019;Palm and Lilja, 2017;Cannaerts, Segers and Warsen, 2019;Magnusson et al, 2020). More so, the prevailing perspective is still one of punctuated equilibrium, i.e.…”

Section: Digital Ambidexteritymentioning

confidence: 99%

“…Despite that the majority of both foundational and extant literature on ambidexterity has been associated with empirical studies of the private sector, there is a growing body of literature hailing from the public sector. As seen in Cannaerts et al (2019) and Palm and Lilja (2017), the theory of organizational ambidexterity is deemed transferable to the public sector. Peng (2019) explores the transferability of organizational ambidexterity into public non-profit organizations and finds that the theory is potent in allowing researchers to better understand the tensions hailing from multiple stakeholders varying expectations.…”

Section: Digital Ambidexteritymentioning

confidence: 99%

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Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

Magnusson

Päivärinta

Koutsikouri

2020

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Purpose The purpose of this study is to explore and theorize on balancing practices (BP) for digital ambidexterity in the public sector. Design/methodology/approach The research is designed as an interpretative case study of a large Swedish authority, involving data collection in the form of interviews and internal documents. The method of analysis involves both theorizing on the findings from a previous framework for digital innovation and deriving design implications for ambidextrous governance. Findings The findings show that all identified BP except one (shadow innovation) is directed toward an increased emphasis on efficiency (exploitation) rather than innovation (exploration). With the increased demand for innovation capabilities in the public sector, this is identified as a problem. Research limitations/implications The limitations identified are related to the choice in the method of an interpretative case study, with issues of transferability and empirical generalizability as the main concerns. The implications for research are related to a need for additional studies into the enactment of digital ambidexterity, where the findings offer insight and inspiration for continued research. Practical implications The study shows that managers and executives involved in the design and imposition of governance within the public sector need to take the design recommendations for digital ambidexterity into consideration. Social implications The study offers two main implications for practice. First, policymakers need to take the conceptual distinction of efficiency and innovation into account when designing policies for the digital government. Second, existing funding practices need to be re-designed to better facilitate innovation. Originality/value This is the first study directed toward enhancing the insight into BP for digital ambidexterity in the public sector. The study has so far resulted in both a localized shift in policy and new directions for research. With the public sector facing needs for increased innovation capabilities, the study offers a first step toward understanding how this is currently counteracted through governance design.

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Section: Precursory Findings and Theoretical Framing 21 Governing Digital Innovationmentioning

confidence: 99%

Section: Digital Ambidexteritymentioning

confidence: 99%

Section: Digital Ambidexteritymentioning

confidence: 99%

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Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

Magnusson

Päivärinta

Koutsikouri

2020

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“…RoN is not reported as we did not identify any conditions exceeding the suggested consistency cutoff for necessity; see De Vos and Cambr e, 2017 Analysis of sufficiency: truth tables Following the example ofCannaerts et al (2020…”

mentioning

confidence: 99%

When strategic consensus matters: dynamic managerial capabilities and firm internationalization as seen by TMT

Haapanen

Hurmelinna‐Laukkanen

Puumalainen

2020

CCSM

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PurposeIn this study, the authors explore how sensing and seizing of market opportunities, asset reconfiguration and top management team (TMT) consensus on these elements jointly relate to a firm's international expansion. By doing this, the authors contribute to the existing literature by addressing dynamic managerial capabilities at the TMT level instead of considering them as individual executives' traits. The authors use the qualitative comparative analysis (QCA) method to analyze our data from 261 TMT executives in 63 firms. The findings indicate that sensing, seizing and reconfiguration capabilities are highly relevant for internationalization but in different configurations for specific stages and elements of international business. Presence of sensing as a part of configurations is observable, especially in connection to a firm having foreign customers and explicit internationalization strategies, while configurations where seizing and reconfiguration emerge are connected to firms showing continuity in the international markets. The authors’ results also indicate that a lack of TMT consensus in connection to dynamic managerial capabilities is a driving force that allows the firm not to stagnate with regards to internationalization. Yet, lack of TMT consensus combined with low reconfiguration capabilities seems to generate negative results, which suggests that different views are not helpful if the firm is incapable of changing its approaches.Design/methodology/approachThis study uses data gathered with a questionnaire where the executives select either “yes” or “no” in response to statements describing the firm situation with regard different managerial aspects and progress of international growth. The authors analyze these data from 261 TMT executives from 63 firms using the QCA method.FindingsThe findings indicate that sensing, seizing and reconfiguration capabilities are highly relevant for internationalization but to different extents for specific elements of international business; generally, while sensing is needed, in particular, for having foreign customers and internationalization strategies in the first place, seizing and reconfiguration became relevant for continuity in the international markets. Consensus or rather lack of it on these elements also plays a role. It seems that some disagreement is a driving force that allows the firm not to stagnate with regards to internationalization. However, TMT disagreement combined with low reconfiguration capabilities seems to generate negative results, which suggests that different views are not helpful if the firm is incapable of changing its approaches.Research limitations/implicationsThe findings contribute to existing knowledge by exploring how managerial capabilities influence firm-level dynamic capabilities from the point of view of the TMT. The authors also add to existing research that has often focused on the relationships between TMT executives' demographic traits and TMT consensus and, further, the (subsequent) firm performance by looking at different configuration rather than linear linkages. Together, these notions further mean that the authors change the point of view on diversity. The authors consider the consensus on existing managerial dynamic capabilities rather than evaluate the functional diversity or the TMT executives' agreement on strategic moves.Practical implicationsAll capabilities are important. TMT does not need to agree on everything, as long as they acknowledge where their problem areas are, and they can capture at least some of the relevant trends and opportunities. In fact, having some lack of consensus seems to be a driving force that allows capabilities to be questioned and potentially keeps (false) under-appreciation of existing capabilities from becoming a barrier to international expansion.Originality/valueUnlike previous studies that have focused on the relationship between the TMT executives' demographic characteristics and firm performance or the relationship of the demographics and TMT strategic consensus at a general level – or studies that have explained international performance with TMT consensus (or with dynamic managerial capabilities), this study brings forth how the dynamic managerial capabilities and the TMT executives' strategic consensus with regard to these capabilities influence the firm's international expansion. Here, the authors consider internationalization widely, looking at whether the firm has foreign customers or international expansion strategy in place, and whether there this activity is sustained and continuous (with repeated trading and long-term international contracts, in particular). To our knowledge, there is no research on TMT strategic consensus that explains how the unanimity among executives on dynamic managerial capabilities connects to the firm's international expansion.

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“…The existing literature on ambidexterity focuses on inter-firm ambidextrous relationships (Rothaermel, Deeds, 2004;Lavie, Rosenkopf, 2006). There are also efforts to analyze the ambidexterity of public organizations (Cannaerts et al, 2019;Bakhshi, Throsby, 2009;Rinaldi et al, 2015). The development of rural troupes through the application of duality principles has not been widely studied.…”

Section: Entrepreneurship and Sustainability Issuesmentioning

confidence: 99%

The sustainable development of rural troupes under the rural vitalization strategy in China

Yang¹,

Černevičiūtė²,

Strazdas³

2020

JESI

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In line with the rural vitalization strategy of China, the performing organizations are getting increasingly more attention from the government to flourish the traditional culture in rural China. Rural troupes have emerged as a new strength to promote the cultural prosperity. The research team, under support of support of the Public Culture Service Department, State Ministry of Culture and Tour ism of the Republic of China, carried out surveys in three characteristic provinces including Hebei, Chonqing and Zhejiang. After analysing the questionnaires, the situation of rural troupes in these provinces is presented. The article discusses the problems and challenges these troupes encounter in their development and provides a model for continuous ambidexteous rural troupe development.

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Ambidexterity and Public Organizations: A Configurational Perspective

Cited by 32 publications

References 51 publications

Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

Digital ambidexterity in the public sector: empirical evidence of a bias in balancing practices

When strategic consensus matters: dynamic managerial capabilities and firm internationalization as seen by TMT

The sustainable development of rural troupes under the rural vitalization strategy in China

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