The effects of ambidextrous alliances on product innovation

Song, Seung Hoon; Kim, Marco Jinhwan; Kang, Jina

doi:10.1080/21639159.2015.1116780

Cited by 8 publications

(5 citation statements)

References 49 publications

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“…The results show that ambidexterity is developed in different organizational contexts (Revilla & Rodríguez-Prado, 2018). Different factors are addressed such as innovation (Cabeza-Pulles et al, 2020;Donada et al, 2021;Pangarso et al, 2020), learning (Duc et al, 2020;Li et al, 2020), management (Li, 2018), business models (Hu & Chen, 2016), strategies (Bustinza et al, 2020;Wu et al, 2020), structures (Nowacki & Ashby, 2020), culture (Rafailidis et al, 2017) alliances (Song et al, 2016), processes (Kwak et al, 2019) and PMS (Bedford, 2015). However, only a few of these studies focuses on the university context (Centobelli et al, 2019), where the need to link exploitation and exploration and their positive impact on innovation performance has been proven.…”

Section: Discussionmentioning

confidence: 98%

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

et al. 2022

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The main purpose of this research is to analyze the exploration and exploitation of knowledge in universities that support innovation and entrepreneurship in their environment. For this, the Performance Measurement Systems (PMS) of the universities management are analyzed as a proxy for the implementation of the strategic vision of the universities. This study is based on a systematic literature review on the subject, supported by the technical possibilities offered by the MAXQDA (The Art of Data Analysis) program. The databases used were the following: Elsevier (Science Direct), Springer, Wiley and Taylor & Francis. The main findings suggest that organizational ambidexterity, in general, develops unevenly and from different approaches, among which innovation, learning and strategy stand out. However, organizational ambidexterity hardly develops in a university context, where most of the university activities require some knowledge of the technological frontier. Therefore, it is necessary to analyze and understand these two dimensions (exploration and exploitation) and their positive influence on entrepreneurship. In a context where the development of technology and science happens at an ever-increasing speed, a balance between exploration and exploitation is necessary, which should be reflected in the different control mechanisms in academic environments, such as the Performance Measurement Systems (PMS). The analysis of these systems will allow to know the position of the universities in the face of ambidexterity.

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Section: Discussionmentioning

confidence: 98%

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

et al. 2022

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“…They claim that firms with limited technological capabilities must fill their knowledge gaps through EKS and then infuse them into their core capabilities to strengthen their technical capabilities. Such an ambidextrous practice has been gaining traction recently, with many firms allying with other firms due to complex manufacturing operation needs (Song et al, 2016). Furthermore, according to Matthews et al (2015), EKS stimulates innovation and acts as a feedback mechanism for the firm to optimize its knowledge stock by balancing exploratory and exploitative learning.…”

Section: Organizational Ambidexteritymentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

External knowledge sourcing, organizational ambidexterity and manufacturing performance: a new insight for dynamic operation management

Cheah

Ling

2023

BIJ

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PurposeThis study intends to examine the relationships between external knowledge sourcing (EKS), organizational ambidexterity (OA), and manufacturing performance (MP) in the context of large manufacturing firms within a dynamic environment setting. The research framework and derived hypotheses are grounded in the knowledge-based view (KBV) and dynamic capability (DC) theories.Design/methodology/approachA self-administered online survey was used in this study to gather data. Respondents were the operation leaders representing large manufacturing firms. The collected data were screened for invalid responses, and hypotheses were tested using structural equation modeling.FindingsThe study reveals that OA and EKS play key roles in achieving a better MP. Likewise, OA also mediates the relationship between EKS and MP.Research limitations/implicationsCross-sectional data were collected from large manufacturing firms within five focus sectors in Malaysia. A similar study can be conducted with more sectors of different contexts to confirm the findings.Practical implicationsKnowledge is critical for the firm to react to environmental dynamism, and the ability to manage it ambidextrously will enable the firm to enhance its performance.Originality/valueThis study offers empirical insights from the perspective of the large manufacturing firms in Malaysia, which are undergoing an Industrial Revolution 4.0 (IR4.0) transformation. This study bridges the knowledge gap by revealing the value that EKS can facilitate MP, exploring OA as the prevalent factor and demonstrating how KBV and DC can be applied in this study.

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“…Futuros estudios pueden incorporar la interacción de las firmas con las comunidades de usuarios para generar ambidestreza (Benner y Tushman, 2015), la evolución desde formas puras de coexplotación o coexploración a formas de ambidestreza interorganizacional en el marco de las alianzas (Zimmermann et al, 2015), y su efectividad comparativa con respecto a resultados de innovación radical o incremental (Song et al, 2016). Asimismo, la aplicación de estrategias de ambidestreza interorganizacional para promover el emprendimiento corporativo (Puhan y Vogel, 2009).…”

Section: Integración De Las Perspectivas De Análisis De Los Factores ...unclassified

Ambidestreza organizacional en relaciones interorganizacionales

Solís-Molina¹,

Orejuela²,

Espallardo³

2022

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Este libro es el resultado del proyecto de investigación “Co-explotación, co-exploración, ambidestreza organizacional y sus efectos sobre el desempeño”, producto de la colaboración entre la Universidad del Valle (Colombia) y el Centro Nacional de Asistencia Técnica a la Industria – ASTIN del Servicio Nacional de Aprendizaje SENA. En el libro, el lector podrá encontrar una mirada sobre los diferentes ámbitos en los cuales la capacidad de innovar de las empresas, reflejada en el concepto de ambidestreza organizacional, puede potenciarse a partir de las relaciones de colaboración para la innovación con otras organizaciones. La ambidestreza organizacional es un término que ha logrado captar el interés de científicos y profesionales en los últimos años, ofreciendo una solución al denominado “dilema del innovador” planteado por Christensen (1997), en el cual las empresas deben decidir sobre destinar recursos para la explotación del conocimiento existente dominado por la empresa, o, por otro lado, para la exploración de conocimiento nuevo. Focalizarse en la explotación puede llevar a las empresas a la trampa del éxito haciéndolas perder de vista los cambios de su entono y conducirlas a la obsolescencia en el largo plazo. Por su parte, concentrarse exclusivamente en la exploración puede llevar a las empresas a dispersar sus esfuerzos en iniciativas que no se traducen en desempeño y ponerlas en el camino de la trampa de fracaso, lo cual puede conllevar la bancarrota en el corto plazo. A este respecto, la ambidestreza organizacional ofrece un camino intermedio en el cual se propone un balance entre la explotación y la exploración. De este modo, este libro ofrece alternativas frente al dilema del innovador, analizando el rol que pueden desempeñar variables facilitadoras de los efectos de la ambidestreza organizacional sobre el desempeño de las organizaciones. En este caso particular, se analiza el rol que puede desempeñar la capacidad de absorción de las organizaciones, traducida como la capacidad de aprendizaje para adquirir, asimilar, transformar y aplicar comercialmente lo que se aprende, combinando fuentes internas y externas de conocimiento. Por otro lado, se analiza el rol que puede desempeñar la capacidad de alianzas de las organizaciones en las colaboraciones inter-organizacionales. Asimismo, los efectos que puede traer la combinación simultánea de estrategias de innovación organizacionales e inter-organizacionales. Adicionalmente, se analiza el rol que juegan los tipos de gobierno contractual e informal en los proyectos de innovación de carácter inter-organizacional. De esta forma, se contribuye con dar respuestas e implicaciones prácticas para la gerencia encargada de la gestión de la innovación, en el contexto de las relaciones de colaboración inter-organizacional.

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The effects of ambidextrous alliances on product innovation

Cited by 8 publications

References 49 publications

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

External knowledge sourcing, organizational ambidexterity and manufacturing performance: a new insight for dynamic operation management

Ambidestreza organizacional en relaciones interorganizacionales

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