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Summary Jansen, J. J. P., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W. (2009). Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms. Organization Science, 20(4), 797–811. https://doi.org/10.1287/orsc.1080.0415 $7.04   Add to cart
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  3. Vrije Universiteit Amsterdam (VU)
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  5. Strategic Entrepreneurship & Organizational Renewal

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Summary Jansen, J. J. P., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W. (2009). Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms. Organization Science, 20(4), 797–811. https://doi.org/10.1287/orsc.1080.0415

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  • Course
  • Strategic Entrepreneurship & Organizational Renewal
  • Institution
  • Vrije Universiteit Amsterdam (VU)

Full summar of Jansen, J. J. P., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W. (2009). Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms. Organization Science, 20(4), 797–811.

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  • October 7, 2021
  • 7
  • 2021/2022
  • Summary

Subjects

  • integration
  • ambidexterity
  • structural differentiation

Written for

  • Vrije Universiteit Amsterdam (VU)
  • M.Sc. Business Administration - Strategy & Organization
  • Strategic Entrepreneurship & Organizational Renewal
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Jansen et al (2009) – Structural Differentiation and Ambidexterity: The
Mediating Role of Integration Mechanisms


Summary

- Exploration and exploitation are different units in ambidextrous firms (structural
differentiation)
- They need to be integrated and combined (= be a dynamic capability) in order to achieve
ambidexterity – there is an interdependency between these two
- Integration works best through:
o (informal) social integration of senior team members
o (formal) organizational integration through cross-functional interfaces (e.g. task
forces)
- Ambidextrous firms should thus focus on providing informal integration measures for higher
management levels (since they are interdependent and need more frequent adjustment) and
formal integration measures for organizational members (since they are less interdependent)
- Furthermore, it was shown that two proposed mediators have NO integrative effect:
o (formal) contingency rewards for senior team members
o (informal) connectedness within an organization




Introduction

 Research has shown that firms need to be ambidextrous – combining exploitative and
explorative actions, even though they might be contrasting
o Exploration = efficiency, centralization, tight culture
o Exploration = flexibility, decentralization, loose culture
 Ambidexterity is considered a dynamic capability
 Little research exists on how firms achieve ambidexterity
 Some recent studies address structural differentiation and organizational context as factors
affecting the development of ambidexterity
 The paper argues that structural differentiation and integration play a crucial role in a firm’s
ability to pursue exploratory and exploitative innovation concurrently

3 contributions to the current dialogue:

Linking ambidexterity and dynamic capabilities

 Ambidexterity is recognized as a dynamic capability
 it refers to the routines/processes by which ambidextrous organizations mobilize, coordinate
and integrate contradictory efforts and (re)allocate resources across contrasting (explorative
and exploitative) units

New insights into the interrelationship of structural differentiation, integration and ambidexterity.

 Structural differentiation = subdivision of organizational tasks into different units
 Helps ambidextrous organizations to maintain multiple competencies that address
paradoxical demands

,  Ensures that exploratory units are able to enjoy the required freedom and flexibility
 Besides structural differentiation, it is also important to engage in integrative efforts
 Ambidexterity requires integration and application of differentiated exploratory and
exploitative efforts without corrupting the internal structures within each unit’s area of
operation
 Thus, integration efforts are seen as a mediator to the relationship between structural
differentiation and ambidexterity

Investigating different types of integration mechanisms for becoming ambidextrous

 Some scholars suggest: differentiated org. units and tight senior team integration is needed
for ambidexterity
 Others: differentiated org. units need to be integrated via formal and informal integration
mechanisms to increase knowledge flow across these units
 This study: investigates how senior team mechanisms and organizational integration
mechanisms mediate the relationship between structural differentiation and ambidexterity



Hypothesized model




Literature Review

Exploration and exploitation in ambidextrous organizations:

- Are paradoxical
- Combining them helps organizations overcome structural inertia (resulting from exploitation)
and prevents them from accelerating exploration without gaining benefits

Exploration Exploitation
- Focus on targeting new customers, - Focus on exploiting existing customers,
markets, sales channels, technologies markets, sales channels, technologies
- Require new knowledge / the departure - Deepen existing knowledge to improve
from existing knowledge established efforts


There are two forms of how both can be combined in a firm:

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