Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains

Published Online:https://doi.org/10.1287/orsc.1120.0790

References

  • Abernathy WJ, Clark KB (1985) Innovation: Mapping the winds of creative destruction. Res. Policy 14(1):3–22.CrossrefGoogle Scholar
  • Aiken LS, West SG (1991) Multiple Regression: Testing and Interpreting Interactions (Sage, London).Google Scholar
  • Andriopoulos C, Lewis MW (2009) Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organ. Sci. 20(4):696–717.LinkGoogle Scholar
  • Ansoff HI (1965) Corporate Strategy (McGraw-Hill, New York).Google Scholar
  • Argyris C, Schön DA (1978) Organizational Learning: A Theory of Action Perspective (Addison Wesley, Reading, MA).Google Scholar
  • Audia PG, Locke EA, Smith KG (2000) The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Acad. Management Rev. 43(5):837–853.CrossrefGoogle Scholar
  • Benner MJ, Tushman ML (2003) Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. 28(2):238–256.CrossrefGoogle Scholar
  • Bradach JL, Tierney TJ, Stone N (2008) Delivering on the promise of nonprofits. Harvard Bus. Rev. 86(12):88–97.Google Scholar
  • Burgelman RA (1991) Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organ. Sci. 2(3):239–262.LinkGoogle Scholar
  • Burgelman RA (2002) Strategy as vector and the inertia of coevolutionary lock-in. Admin. Sci. Quart. 47(2):325–357.CrossrefGoogle Scholar
  • Cao Q, Gedajlovic E, Zhang H (2009) Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organ. Sci. 20(4):781–796.LinkGoogle Scholar
  • Christensen CM (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Harvard Business School Press, Cambridge, MA).Google Scholar
  • Christensen CM, Bower JL (1996) Customer power, strategic investment, and the failure of leading firms. Strategic Management J. 17(3):197–218.CrossrefGoogle Scholar
  • Ebben JJ, Johnson AC (2005) Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management J. 26(13):1249–1259.CrossrefGoogle Scholar
  • Eisenhardt KM, Martin JA (2000) Dynamic capabilities: What are they? Strategic Management J. 21(10–11):1105–1121.CrossrefGoogle Scholar
  • Fang C, Lee J, Schilling MA (2010) Balancing exploration and exploitation through structural design: The isolation of subgroups and organizational learning. Organ. Sci. 21(3):625–642.LinkGoogle Scholar
  • Fry LW, Smith DA (1987) Congruence, contingency, and theory building. Acad. Management Rev. 12(1):117–132.CrossrefGoogle Scholar
  • Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.CrossrefGoogle Scholar
  • Gupta AK, Smith KG, Shalley CE (2006) The interplay between exploration and exploitation. Acad. Management J. 49(4):693–706.CrossrefGoogle Scholar
  • He Z-L, Wong P-K (2004) Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4):481–494.LinkGoogle Scholar
  • Heckman JJ (1979) Sample selection bias as a specification error. Econometrica 47(1):153–161.CrossrefGoogle Scholar
  • Hedli L (2012) Trailers to tempt the theatergoer. New York Times (January 5). http://artsbeat.blogs.nytimes.com/2012/01/05/trailers-to-tempt-the-theatergoer/.Google Scholar
  • Henderson RM, Clark KB (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–30.CrossrefGoogle Scholar
  • Hsiao C (2004) Analysis of Panel Data (Cambridge University Press, Cambridge, UK).Google Scholar
  • Jansen JJP, Simsek Z, Cao Q (2012) Ambidexterity and performance in multiunit contexts: Cross-level moderating effects of structural and resource attributes. Strategic Management J. 33(11):1286–1303.CrossrefGoogle Scholar
  • Jansen JJP, Tempelaar MP, van den Bosch FAJ, Volberda HW (2009) Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organ. Sci. 20(4):797–811.LinkGoogle Scholar
  • Kass R, Raftery AE (1995) Bayes factors. J. Amer. Statist. Assoc. 90(430):773–795.CrossrefGoogle Scholar
  • Kogut B, Zander U (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. 3(3):383–397.LinkGoogle Scholar
  • Lavie D, Stettner U, Tushman ML (2010) Exploration and exploitation within and across organizations. Acad. Management Ann. 4(1):109–155.CrossrefGoogle Scholar
  • Leonard-Barton D (1992) Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. 13(S1):111–125.CrossrefGoogle Scholar
  • Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(S2):95–112.CrossrefGoogle Scholar
  • Levitt B, March JG (1988). Organizational learning. Annual Rev. Sociol. 14:319–338.CrossrefGoogle Scholar
  • Little RJA, Rubin DB (1989) The analysis of social science data with missing values. Sociol. Methods Res. 18(2–3):292–326.CrossrefGoogle Scholar
  • Lubatkin MH, Simsek Z, Ling Y, Veiga JF (2006) Ambidexterity and performance in small-to-medium-sized firms: The pivotal role of top management team behavioral integration. J. Management 32(5):646–672.CrossrefGoogle Scholar
  • March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.LinkGoogle Scholar
  • March JG (2006) Rationality, foolishness, and adaptive intelligence. Strategic Management J. 27(3):201–214.CrossrefGoogle Scholar
  • McKelvey B (1999) Avoiding complexity catastrophe in coevolutionary pockets: Strategies for rugged landscapes. Organ. Sci. 10(3):294–321.LinkGoogle Scholar
  • Metropolitan Opera (2010) The Met: Live in HD series expands to 1500 theaters and 46 countries with addition of Egypt, Portugal and Spain. Press release (August 30), Metropolitan Opera, New York. http://www.metoperafamily.org/metopera/news/press/detail.aspx?id=12412.Google Scholar
  • Meyer A (1982) Adapting to environmental jolts. Admin. Sci. Quart. 27(4):515–537.CrossrefGoogle Scholar
  • National Endowment for the Arts (2009) Arts participation 2008: Highlights from a national survey. Report, National Endowment for the Arts, Washington, DC. http://www.arts.gov/research/NEA-SPPA-brochure.pdf.Google Scholar
  • Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Harvard University Press, Cambridge, MA).Google Scholar
  • O’Reilly C, Tushman M (2008) Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. , Staw BM, ed. Research in Organizational Behavior, Vol. 28 (JAI Press, Greenwich, CT), 185–206.CrossrefGoogle Scholar
  • Pfeffer J, Salancik GR (1978) The External Control of Organizations: A Resource Dependence Perspective (Harper & Row, New York).Google Scholar
  • Ragsdale DE (2009) Recreating fine arts institutions. Stanford Soc. Innovation Rev. 7(4):36–41.Google Scholar
  • Raisch S, Birkinshaw J (2008) Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management 34(3):375–409.CrossrefGoogle Scholar
  • Rogers EM (1995) Diffusion of Innovation, 4th ed. (Free Press, New York).Google Scholar
  • Schumpeter JA (1962) Capitalism, Socialism, and Democracy, 3rd ed. (Harper & Row, New York).Google Scholar
  • Siggelkow N, Rivkin JW (2006) When exploration backfires: Unintended consequences of multilevel organizational search. Acad. Management J. 49(4):779–795.CrossrefGoogle Scholar
  • Simsek Z, Heavey C, Viega JF, Souder D (2009) A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. J. Management Stud. 46(5):864–894.CrossrefGoogle Scholar
  • Slater SF, Narver JC (1998) Customer-led and market-oriented: Let’s not confuse the two. Strategic Management J. 19(10):1001–1006.CrossrefGoogle Scholar
  • Smith WK, Tushman ML (2005) Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. 16(5):522–536.LinkGoogle Scholar
  • Song M, Droge C, Hanvanich S, Calantone R (2005) Marketing and technology resource complementarity: An analysis of their interaction effect in two environmental contexts. Strategic Management J. 26(3):259–276.CrossrefGoogle Scholar
  • Tripsas M, Gavetti G (2000) Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. 21(10–11):1147–1161.CrossrefGoogle Scholar
  • Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. Calif. Management Rev. 38(4):8–30.CrossrefGoogle Scholar
  • Tushman ML, Smith W (2002) Organizational technology. , Baum JAC, ed. The Blackwell Companion to Organizations (Blackwell, Malden, MA), 386–414.Google Scholar
  • Tushman ML, Smith W, Wood RC, Westerman G, O’Reilly C (2010) Organizational designs and innovation streams. Indust. Corporate Change 19(5):1331–1366.CrossrefGoogle Scholar
  • Van Looy B, Martens T, Debackere K (2005) Organizing for continuous innovation: On the sustainability of ambidextrous organizations. Creativity Innovation Management 14(3):208–221.CrossrefGoogle Scholar
  • Voss GB, Voss ZG (2008) Competitive density and the customer acquisition-retention tradeoff. J. Marketing 72(6):3–18.CrossrefGoogle Scholar
  • Voss GB, Montoya-Weiss M, Voss ZG (2006a) Aligning innovation with market characteristics in the nonprofit professional theater industry. J. Marketing Res. 43(2):296–302.CrossrefGoogle Scholar
  • Voss GB, Sirdeshmukh D, Voss ZG (2008) The effects of slack resources and environmental threat on product exploration and exploitation. Acad. Management J. 51(1):147–164.CrossrefGoogle Scholar
  • Voss ZG, Cable DM, Voss GB (2006b) Organizational identity and firm performance: What happens when leaders disagree about “who we are?” Organ. Sci. 17(6):741–755.LinkGoogle Scholar
  • Voss ZG, Voss GB, Shuff C, Rose IB (2006c) Theatre facts 2005: A report on practices and performances in the American not-for-profit theatre. Proprietary report, Theatre Communications Group, New York.Google Scholar
  • Wakin DJ (2009) The boos for “Tosca” reverberate. New York Times (September 22) http://artsbeat.blogs.nytimes.com/2009/09/22/the-boos-for-tosca-reverberate/.Google Scholar
  • Walker-Kuhne D (2005) Invitation to the Party: Building Bridges to the Arts, Culture and Community (Theatre Communications Group, New York).Google Scholar
  • White H (1980) A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica 48(4):817–838.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.