The management of organizational ambidexterity through alliances in a new context of analysis: Internet of Things (IoT) smart city projects

Bresciani, Stefano; Ferraris, Alberto; Giudice, Manlio Del

doi:10.1016/j.techfore.2017.03.002

Cited by 306 publications

(211 citation statements)

References 67 publications

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“…Ambidexterity, in fact, has been deemed related to both increases in organization agility and performance (Vrontis et al, 2017). Previous literature has moreover stressed out how ambidextrous organizations, which are characterized by higher degrees of agility, are more able to adapt to evolving situations (Lee et al, 2015;Bresciani et al, 2017). Approaching from this perspective, information systems scholars too have observed that adequate information systems could potentially help an organization to fully exploit the benefits arising from ambidexterity (Gothelf, 2014;Lee et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…As a result of this, current information systems for business process management need Big Data Analytics (BDA) capabilities in order to fully explore and exploit opportunities hidden within the increasing amount of unstructured data (Lopez-Nicolas and Soto-Acosta, 2010; Sivarajah et al, 2017). Several studies have hypothesized the ways in which information systems may have a crucial role for ambidextrous organizations (Roberts and Grover, 2012;Bresciani et al, 2017), however the majority of literature has not considered how the emergence of big data has revolutionized the characteristics and capabilities of information systems (Yin and Kainak, 2015). At present, BDA capable BPMS can constantly monitor processes and provide information to the right actor involved in process management (Gao, 2013).…”

Section: Introductionmentioning

confidence: 99%

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Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

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The aim of this research is to explore the effect of Big Data Analytics capable Business Process Management Systems (BDA capable BPMS) on ambidextrous organizations' agility. The ways in which the functionalities of BDA capable BPMS may improve organizational dynamism and reactiveness will be explored. Design: A theoretical analysis of the potential of BDA capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Findings: The research proposes a framework highlighting the importance of BDA capable BPMS in increasing ambidextrous organizations' agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations: The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications: The value of the proposed framework can be found in its ability to help managers to fully understand and exploit the potentiality of BDA capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality: The research offers a model to interpret the effects of BDA capable BPMS on ambidextrous organizations' agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations' agility.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

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“…In the age of open innovation, external knowledge sourcing is increasingly important [12,13]. Egocentric alliance network attributes [14][15][16], including network redundant knowledge acquisition as well as transaction costs. Despite that, it is worth noting that extant empirical studies either take exploitation and exploration as two variables or measure the ambidexterity through questionnaires.…”

Section: Introductionmentioning

confidence: 99%

Alliance Network Diversity and Innovation Ambidexterity: The Differential Roles of Industrial Diversity, Geographical Diversity, and Functional Diversity

Zhang

Tang

2020

Sustainability

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Innovation ambidexterity, namely, performing exploitative and exploratory innovation simultaneously, is important for high-tech firms to achieve sustainable success. This can be achieved by building an egocentric alliance network. Research into the influence of alliance network diversity on innovation ambidexterity is seeing more attention. However, the differences among multiple alliance network diversities are unclear. Grounded on a knowledge-based view, organizational learning theory, and transaction cost theory, this study investigates in-depth the roles of geographical diversity, industrial diversity, and functional diversity of the alliance network. The empirical analysis based on panel data, including alliance data from the SDC Joint & Venture database and patent data from the Derwent Innovation Index database of 106 top high-tech firms from electronic information and biopharmaceutical industries, suggests that industrial diversity enhances firm innovation ambidexterity, geographical diversity impedes firm innovation ambidexterity, and functional diversity shows an inverted U-shaped relationship with firm innovation ambidexterity. These results provide practical suggestions about alliance network diversity configuration and innovation ambidexterity construction for high-tech firms. Sustainability 2020, 12, 1041 2 of 16 composition [17,18], network capability [19,20], network embeddedness [21], network position [22], network brokerage, network tie strength [23], and network dynamics [24], were also found to impact ambidexterity.Recently, increasing attention is being paid to alliance network diversity. Researchers have considered various dimensions of alliance network diversity from the perspectives of partner attributes and alliance attributes [25], including partner type diversity, technological diversity, industrial diversity, geographical diversity, and functional diversity [26,27]. Partner type diversity indicates the diversification of partners including business partners, customers, suppliers, competitors, and venture capital firms, and knowledge partners including universities, research institutions, technology intermediaries, intellectual property organizations, and government agencies. The fact that knowledge partners mainly engage in R&D activities, while business partners primarily engage in production, marketing, or financing suggests that partner type diversity could be reflected by functional diversity. Furthermore, technological diversity mainly indicates the diversification of technology affiliated with alliance partners, which can be reflected by the industrial and national background of partners in the global industry division of innovation. In this respect, it may overlap with industrial diversity and geographical diversity. As such, the industrial diversity, geographical diversity, and functional diversity, which indicate the diversification of industrial background, national background of network partners, and functional attributes of alliance activities, respectively, are investigated...

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“…Many of these connections are developed and maintained as formally established interorganisational agreements, such as R&D alliances (Hagedoorn et al, 2000;Sampson, 2007;Bresciani et al, 2015) or innovation collaboration with value chain entities (West and Bogers, 2014;Santoro et al, 2016). Others result from informal ties among members of different organisations (Gulati, 1998;Enkel, 2010;Bresciani et al, 2017;Campanella et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Assessing the impact and antecedents of university scientific research on firms' innovation commercialisation

Dezi

Santoro

Monge

et al. 2018

IJTM

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University-firm links have stimulated a lot of attention. In fact, with the increasing knowledge and technologies created within university laboratories, firms have identified business opportunities by accessing the knowledge developed by external actors and commercialising universities' inventions. In this case, they adopt a knowledge acquisition strategy to foster innovation, reducing risk and exploiting new technological opportunities. This underlines a shift in the role of universities from education providers to scientific knowledge and technologies producers in the current knowledge-driven economy. In this context, the main goal of this paper is to assess the impact of knowledge acquisition on firms' innovation commercialisation, with a specific focus on knowledge developed by university scientific research. By applying hierarchical regressions on a sample of Assessing the impact and antecedents of university scientific research 89 185 Italian knowledge-intensive firms (KIFs), the findings indicate that firms benefit from research partnerships with and services from universities, when they also seek knowledge from other counterparts and when they possess higher levels of internal absorptive capacity.

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The management of organizational ambidexterity through alliances in a new context of analysis: Internet of Things (IoT) smart city projects

Cited by 306 publications

References 67 publications

Ambidextrous organization and agility in big data era

Ambidextrous organization and agility in big data era

Alliance Network Diversity and Innovation Ambidexterity: The Differential Roles of Industrial Diversity, Geographical Diversity, and Functional Diversity

Assessing the impact and antecedents of university scientific research on firms' innovation commercialisation

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