100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Previously searched by you
Previously searched by you
logo
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
Quickly navigate to
Preview
  2.  
  3. Vrije Universiteit Amsterdam (VU)
  4.  
  5. Strategic Entrepreneurship & Organizational Renewal

Summary

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

1 review
 17 views  0 purchase
  • 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.

Preview 2 out of 7  pages

Document information

  • 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
All documents for this subject (21)

1  review

review-writer-avatar

By: thomasbarink • 3 year ago

good summary, but stuvia please don't ask 600 times to give a review. Should be an option not to give a review. Tip

Seller

avatar-seller
fhl

Reviews received

Content preview

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:

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller fhl. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $7.04. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

80796 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$7.04
  • (1)
  Add to cart