Organizational Ambidexterity and Performance: A Meta-Analysis

Junni, Paulina; Sarala, Riikka M.; Taras, Vas; Tarba, Shlomo

doi:10.5465/amp.2012.0015

Cited by 666 publications

(845 citation statements)

References 34 publications

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“…197-198). Lastly, in line with a number of other studies, we also speculate that ambidexterity strategies are perceived to be linked to improved firm performance (see, for example, Junni, Sarala, Taras, &Tarba, 2013, andTushman, 2013, for extensive reviews of the literature linking organizational ambidexterity and financial performance). One of the key arguments in the literature is that ambidexterity strategies are needed to secure firm survival in fast-changing, complex business environments, where an either/or approach to strategic planning may be inadequate.…”

Section: Hypothesis 2: Strategic Planning Is Positively Related To Amsupporting

confidence: 49%

Editor, Executive and Entrepreneur

Lillegraven

Wilberg

2016

Nordicom Review

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To survive in today's increasingly complex business environments, firms must embrace strategic paradoxes: contradictory yet interrelated objectives that persist over time. This can be one of toughest of all leadership challenges, as managers must accept inconsistency and contradictions. In this article, we develop and empirically test a set of hypotheses related to ambidexterity, a key example of a paradoxical strategy. Through our analysis of data from a survey of executive leaders, we find a link between organizational ambidexterity and strategic planning, suggesting that the complexities of navigating in explorative ventures require more explicit strategy work than the old certainties of a legacy business. We identify and discuss inherent paradoxes and their implications for firm performance in 22 industry-specific strategies, where empirical industry data shows a pattern of conflict between explorative growth strategies and exploitative profit strategies. We argue that this is just one of the inherent paradoxes in the ambidexterity construct.

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Section: Hypothesis 2: Strategic Planning Is Positively Related To Amsupporting

confidence: 49%

Editor, Executive and Entrepreneur

Lillegraven

Wilberg

2016

Nordicom Review

View full text Add to dashboard Cite

show abstract

“…The existing research indicates that ambidexterity is key to organizational success and survival (Tushman & O'Reilly, 1996;Benner & Tushman, 2003;Jansen et al, 2006;Junni et al, 2013). Ambidexterity is defined as the organizational ability to engage in the dual aspects of organizational growth-namely, exploration and exploitation (Jansen et al, 2008;Nemanich & Vera, 2009;Junni et al, 2013).…”

Section: Leadership and Ambidexteritymentioning

confidence: 99%

“…Ambidexterity is defined as the organizational ability to engage in the dual aspects of organizational growth-namely, exploration and exploitation (Jansen et al, 2008;Nemanich & Vera, 2009;Junni et al, 2013). It has also been linked with management paradox (Yoon & Chae, 2012).…”

Section: Leadership and Ambidexteritymentioning

confidence: 99%

“…Leader role is important for the development of systems, structures and cultures that support the assimilation of knowledge during mergers (Kavanagh & Ashkanasy, 2006), and successful integration following M&As (Vasilaki, 2011). Scholars indicate that contextual factors such as senior team integration helps in balanced resource allocation, forms cross-fertilization and synergies towards ambidextrous activities (e.g., Jansen et al 2008), and the ambidexterity performance link is also suggested to be the outcome of contextual variables and it is positively related to performance (Junni et al, 2013). The ability of the senior leadership teams to adopt to conflicting demands between old and new activities is a key indicator of organization success , and ambidexterity requires leaders with stock of behavioural skills (Raisch & Birkinshaw, 2008).…”

Section: Leadership and Ambidexteritymentioning

confidence: 99%

“…Organizational ambidexterity is the organizational ability to engage in the dual aspects of exploration and exploitation (Benner & Tushman 2003, Jansen et al 2008Nemanich & Vera, 2009;Junni et al, 2013). In the acquisitions context, an ambidextrous organization is capable of creating synergies between acquirer and target to generate valuable future exploitative opportunities (Nemanich & Vera, 2009;Junni et al, 2013;Rao-Nicholson, Khan & Stokes, 2016).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

Rao‐Nicholson

Khan

Akhtar

et al. 2016

The International Journal of Human Resource Management

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This paper examines the impact of leadership on organizational ambidexterity and employee psychological safety based on a sample of 105 global acquisitions of emerging market multinationals. The findings suggest that, compared to the transactional and laissez faire ones, the charismatic leadership style is more significantly related with organizational ambidexterity and employee psychological safety. The results also suggest that transactional leadership is more positively related to ambidexterity and employee psychological safety than 2 laissez faire leadership. In addition, organizational ambidexterity is directly and positively associated with employee psychological safety. The implications of these results for both research and practice are discussed in the paper.

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How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity

et al. 2020

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With increasing environmental competitions between companies, there is a pressing need to explore how the environmental pressures from rivals influence focal firms' actions and the subsequent performance consequences. On the basis of social contagion theory and upper echelons theory, we examine whether firms respond to competitors' green success through green supplier integration, which further improves firm performance, and the moderating effect of organizational ambidexterity. The research explores hypothesized relationships adopting hierarchical regression analysis and bootstrapping method by collecting survey data from 206 Chinese manufacturers. Our findings suggest that competitors' green success positively influences green supplier integration. Green supplier integration mediates the impacts of competitors' green success on financial and environmental performance. In addition, the combined dimension of organizational ambidexterity plays a positive moderating role in the impacts of green supplier integration on financial and environmental performance. This study expands previous literature and managers' practices on green supply chain management.

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Organizational Ambidexterity and Performance: A Meta-Analysis

Cited by 666 publications

References 34 publications

Editor, Executive and Entrepreneur

Editor, Executive and Entrepreneur

The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals

How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity

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