A Network Perspective on Individual-Level Ambidexterity in Organizations

Published Online:https://doi.org/10.1287/orsc.2014.0901

References

  • Adler PS, Goldoftas B, Levine DI (1999) Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organ. Sci. 10(1):43–68.LinkGoogle Scholar
  • Aiken LS, West SG (1999) Multiple Regression Testing and Interpreting Interactions (Sage, London).Google Scholar
  • Anand N, Gardner H, Morris T (2007) Knowledge based innovation: Emergence and embedding of new practice areas in management consulting firms. Acad. Management J. 50(2):406–428.CrossrefGoogle Scholar
  • Atuahene-Gima K, Murray JY (2007) Exploratory and exploitative learning in new product development: A social capital perspective in new technology ventures in China. J. Internat. Marketing 15(2):1–29.CrossrefGoogle Scholar
  • Barney JB, Felin T (2013) What are microfoundations? Acad. Management Perspect. 27(2):138–155.CrossrefGoogle Scholar
  • Bendapudi N, Leone RP (2002) Managing business-to-business customer relationships following key contact employee turnover in a vendor firm. J. Marketing 66(2):83–101.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
  • Borgatti SP, Everett MG, Freeman LC (2002) UCINET for Windows: Software for Social Network Analysis (Analytic Technologies, Harvard, MA).Google Scholar
  • Brass DJ, Galaskiewicz J, Greve HR, Tsai W (2004) Taking stock of networks and organizations: A multilevel perspective. Acad. Management J. 47(6):795–817.CrossrefGoogle Scholar
  • Burgelman RA (1994) Fading memories: A process theory of strategic business exit in dynamic environments. Admin. Sci. Quart. 39(1):24–56.CrossrefGoogle Scholar
  • Burt RS (1984) Network items and the general social survey. Soc. Networks 6(4):293–339.CrossrefGoogle Scholar
  • Burt RS (1992) Structural Holes (Harvard University Press, Cambridge, MA).CrossrefGoogle Scholar
  • Cohen JD, McClure SM, Yu A (2007) Should I stay or should I go? How the human brain manages the trade-off between exploitation and exploration. Philos. Trans. Roy. Soc. 362(1481):933–942.CrossrefGoogle Scholar
  • Coleman JS (1988) Social capital in the creation of human capital. Amer. J. Sociol. 94(Supplement):S95–S120.CrossrefGoogle Scholar
  • Corredoira RA, Rosenkopf L (2010) Should auld acquaintance be forgot? The reverse transfer of knowledge through mobility ties. Strategic Management J. 31(2):159–181.CrossrefGoogle Scholar
  • Cross R, Cummings JN (2004) Tie and network correlates of individual performance in knowledge-intensive work. Acad. Management J. 47(6):928–937.CrossrefGoogle Scholar
  • Cui V, Ding WW, Yanadori Y (2011) Compensation structure and the creation of exploratory knowledge in technology firms. Working paper, Institute for Research on Labor and Employment, University of California, Berkeley, Berkeley.Google Scholar
  • Davidson R, MacKinnon JG (1993) Estimation and Inference in Econometrics (Oxford University Press, New York).Google Scholar
  • Daw ND, O’Doherty JP, Dayan P, Seymore B, Dolan RJ (2006) Cortical substrates for exploratory decisions in humans. Nature 441(7095):876–879.CrossrefGoogle Scholar
  • Duncan RB (1976) The ambidextrous organization: Designing dual structures for innovation. Kilmann RH, Pondy LR, Slevin D, eds. The Management of Organization Design (North Holland, New York), 167–188.Google Scholar
  • Eisenhardt KM, Furr NR, Bingham CB (2010) Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organ. Sci. 21(6):1263–1273.LinkGoogle Scholar
  • Felin T, Foss NJ (2005) Strategic organization: A field in search of microfoundations. Strategic Organ. 3(4):441–455.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
  • Granovetter M (1985) Economic action and social structure: The problem of embeddedness. Amer. J. Sociol. 91(3):481–493.CrossrefGoogle Scholar
  • Groysberg B, Lee L-E (2009) Hiring stars and their colleagues: Exploration and exploitation in professional service firms. Organ. Sci. 20(4):740–758.LinkGoogle Scholar
  • Gulati R, Puranam P (2009) Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organ. Sci. 20(2):422–440.LinkGoogle Scholar
  • Gupta AK, Smith KG, Shalley CE (2006) The interplay between exploration and exploitation. Acad. Management J. 49(4):693–706.CrossrefGoogle Scholar
  • Hansen MT, Podolny JM, Pfeffer J (2001) So many ties, so little time: A task contingency perspective on corporate social capital. Gabbay SM, Leenders RTAJ, eds. Research in the Sociology of Organizations, Vol. 18 (Emerald Group Publishing, Bingley, UK), 21–57.Google Scholar
  • Hausman J, McFadden D (1984) Specification tests for the multinomial logit model. Econometrica 52(5):1219–1240.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
  • Hoetker G (2007) The use of logit and probit models in strategic management research: Critical issues. Strategic Management J. 28(4):331–343.CrossrefGoogle Scholar
  • Ibarra H (1993) Network centrality, power, and innovation involvement: Determinants of technical and administrative roles. Acad. Management J. 36(3):471–501.CrossrefGoogle Scholar
  • Im G, Rai A (2008) Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Sci. 54(7):1281–1296.LinkGoogle 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
  • Kleinbaum AM (2012) Organizational misfits and the origins of brokerage in intrafirm networks. Admin. Sci. Quart. 57(3):407–452.CrossrefGoogle Scholar
  • Kleinbaum A, Stuart T (2014) Network responsiveness: The social structural microfoundations of dynamic capabilities. Acad. Management Perspect., ePub ahead of print February 26, http://dx.doi.org/10.5465/amp.2013.0096.Google Scholar
  • Kleinbaum AM, Tushman ML (2007) Building bridges: The social structure of interdependent innovation. Strategic Entrepreneurship J. 1(1):103–122.CrossrefGoogle Scholar
  • Krackhardt D, Hanson JR (1993) Informal networks: The company behind the chart. Harvard Bus. Rev. 71(4):104–111.Google Scholar
  • Laureiro-Martinez D, Brusoni S, Zollo M (2010) The neuroscientific foundations of the exploration-exploitation dilemma. J. Neurosci., Psych., Econom. 3(2):95–115.CrossrefGoogle Scholar
  • Lavie D, Rosenkopf L (2006) Balancing exploration and exploitation in alliance formation. Acad. Management J. 49(4):797–818.CrossrefGoogle Scholar
  • Lavie D, Stettner U, Tushman ML (2010) Exploration and exploitation within and across organizations. Acad. Management Ann. 4(1):109–155.CrossrefGoogle Scholar
  • Lazer D, Friedman A (2007) The network structure of exploration and exploitation. Admin. Sci. Quart. 52(4):667–694.CrossrefGoogle Scholar
  • Levene H (1960) Robust tests for equality of variances. Olkin I, ed. Contributions to Probability and Statistics (Stanford University Press, Stanford, CA), 278–292.Google Scholar
  • Lin N (2001) Social Capital: A Theory of Social Structure and Action (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Lin ZJ, Yang H, Demirkan I (2007) The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Sci. 53(10):1645–1658.LinkGoogle Scholar
  • Long JS (1997) Regression Models for Categorical and Limited Dependent Variables (Sage, Thousand Oaks, CA).Google Scholar
  • Lorsch JW, Tierney TJ (2002) Aligning the Stars: How to Succeed When Professionals Drive Results (Harvard Business School Press, Boston).Google Scholar
  • Løvås B, Sorenson O (2008) The mobilization of scarce resources. Baum JAC, Rowley TJ, eds. Network Strategy, Advances in Strategic Management, Vol. 25 (Emerald Group Publishing, Bingley, UK), 361–389.CrossrefGoogle Scholar
  • March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.LinkGoogle Scholar
  • Marsden P (2004) Network analysis. Kempf-Leonard K, ed. Encyclopedia of Social Measurement (Academic Press, San Diego), 819–825.Google Scholar
  • Marsden P, Campbell K (1984) Measuring tie strength. Soc. Forces 63(2):482–501.CrossrefGoogle Scholar
  • Martin JA, Eisenhardt KM (2010) Rewiring: Cross-business-unit collaborations in multibusiness organizations. Acad. Management J. 53(2):265–301.CrossrefGoogle Scholar
  • McGrath RG (2001) Exploratory learning, innovative capacity, and managerial oversight. Acad. Management J. 44(1):118–131.CrossrefGoogle Scholar
  • Mom TJM, Van den Bosch FAJ, Volberda HW (2009) Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ. Sci. 20(4):812–828.LinkGoogle Scholar
  • Moran P (2005) Structural vs. relational embeddedness: Social capital and managerial performance. Strategic Management J. 26(12):1129–1151.CrossrefGoogle Scholar
  • Mors ML (2010) Innovation in a global consulting firm: When the problem is too much diversity. Strategic Management J. 31(8):841–872.Google Scholar
  • Murray MP (2006) Avoiding invalid instruments and coping with weak instruments. J. Econom. Perspect. 20(4):111–132.CrossrefGoogle Scholar
  • O’Reilly CA III, Tushman ML (2004) The ambidextrous organization. Harvard Bus. Rev. 82(4):74–81.Google Scholar
  • Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. 20(4):685–695.LinkGoogle Scholar
  • Reagans R, McEvily B (2003) Network structure and knowledge transfer: The effects of cohesion and range. Admin. Sci. Quart. 48(2):240–267.CrossrefGoogle Scholar
  • Rodan S, Galunic D (2004) More than network structure: How knowledge heterogeneity influences managerial performance and innovativeness. Strategic Management J. 25(6):541–556.CrossrefGoogle Scholar
  • Rogan MA, Mors ML (2009) The investment of individual resources in professional relationships. Acad. Management Best Paper Conf. Proc. 2009(Meeting abstract supplement):1–6.CrossrefGoogle Scholar
  • Rosenkopf L, Padula G (2008) Investigating the microstructure of network evolution: Alliance formation in the mobile communications industry. Organ. Sci. 19(5):669–687.LinkGoogle Scholar
  • Rothermael F, Deeds D (2004) Exploration and exploitation alliances in biotechnology: A new system of new product development. Strategic Management J. 25(3):201–221.CrossrefGoogle Scholar
  • Schober MF, Conrad FG (1997) Does conversational interviewing reduce survey measurement error? Public Opinion Quart. 61(4):576–602.CrossrefGoogle Scholar
  • Simonson I, Tversky A (1992) Choice in context: Tradeoff contrast and extremeness aversion. J. Marketing Res. 29(3):281–295.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
  • Soda G, Zaheer A (2012) A network perspective on organizational architecture: Performance effects of the interplay of formal and informal organization. Strategic Management J. 33(6):751–771.CrossrefGoogle Scholar
  • Sorenson O, Rogan M (2014) (When) do organizations have social capital? Annual Rev. Sociol. 40:261–280.CrossrefGoogle Scholar
  • Taylor A, Helfat CE (2009) Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organ. Sci. 20(4):718–739.LinkGoogle Scholar
  • Tiwana A (2008) Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity. Strategic Management J. 29(3):251–272.CrossrefGoogle Scholar
  • Tortoriello M, Krackhardt D (2010) Activating cross-boundary knowledge: The role of simmelian ties in the generation of innovations. Acad. Management J. 53(1):167–181.CrossrefGoogle Scholar
  • Tortoriello M, Reagans R, McEvily B (2012) Bridging the knowledge gap: The influence of strong ties, network cohesion, and network range on the transfer of knowledge between organizational units. Organ. Sci. 23(4):1024–1039.LinkGoogle Scholar
  • Tsai W, Ghoshal S (1998) Social capital and value creation: The role of intrafirm networks. Acad. Management J. 41(4):464–476.CrossrefGoogle Scholar
  • Tushman ML, O’Reilly CA III (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. Calif. Management Rev. 38(4):8–30.CrossrefGoogle Scholar
  • Tushman ML, O’Reilly CA III (1997) Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (Harvard Business School Publishing, Boston).CrossrefGoogle Scholar
  • Tushman ML, Romanelli E (1983) Uncertainty, social location, and influence in decision making: A sociometric analysis. Management Sci. 29(1):12–23.LinkGoogle Scholar
  • Tushman ML, Smith W, Wood RC, Westerman G, O’Reilly C (2010) Organizational designs and innovation streams. Indust. Corporate Change 19(5):1–36.CrossrefGoogle Scholar
  • Uotila J, Maula MVJ, Keil T, Zahra SA (2009) Exploration, exploitation, and financial performance: Analysis of S&P 500 corporations. Strategic Management J. 30(2):221–231.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.