Enabling organizational ambidexterity
Valuation practices and the senior-leadership team
Bibliographic Data
| ID | 9890036 |
|---|---|
| Authors | Eric Knight (0000-0002-2216-0131, University of Sydney Business School, Australia,, corresponding author), Suresh Cuganesan (0000-0002-9574-5499, The University of Sydney, corresponding author) |
| Year | 2020 |
| Volume | 73 |
| Issue | 2 |
| Pages | 190-214 |
| Publication date | 2020-02-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726718823247 |
| OpenAlex | W2921360120 |
| Language | EN |
| Citations received | 6 |
| References cited | 50 |
Are design solutions sufficient to strategically manage the tensions key to long-term organizational survival? Managing the competing demands of exploration and exploitation represent a fundamental challenge for senior-leadership teams, but a growing body of research suggests that accommodating the mere co-presence of exploration and exploitation in separated units is not enough. Senior-leadership teams must also integrate and mobilize activities across units to achieve synergistic benefits; however, doing so is fraught with difficulty. We investigate and unpack this conundrum based on an in-depth ethnographic case within a media organization as the senior-leadership team transitioned toward greater synergistic integration of explore/exploit activities across differentiated units. We contribute to ambidexterity research by contrasting the dominant view of resolving tension in prior research with the view of valuing tension in our findings, and revealing the important role that senior-leadership team practices play in this regard. Furthermore, we show that the valuation practices of the senior-leadership team enable constructive divergence to be surfaced amongst the team, thereby extending prior work that has concentrated on the unifying aspects of the senior-leadership team to enable synergistic benefits
Ambidexterity · Business · Constructive · Economics · Exploit · Knowledge management · Leadership style · Management · Neuroleadership · Political science · Process (computing · Public relations · Senior management · Shared leadership · Valuation (finance · Competitive and Knowledge Intelligence · Computer Science · Innovation and Knowledge Management · Psychology · Team Dynamics and Performance
Toward a Theory of Paradox
Organizational Ambidexterity
Strategy-as-Practice
What Happens When Evaluation Goes Online? Exploring Apparatuses of Valuation in the Travel Sector
Ambidexterity as a dynamic capability
Dynamic Decision Making
Exploitation-Exploration Tensions and Organizational Ambidexterity
Organizational Ambidexterity
Organizational Strategy, Structure, and Process
Values Work
Exploration vs. Exploitation
Managing Strategic Contradictions
Organizational Ambidexterity
Persuasion With Case Studies
Case Study Research
Exploration and Exploitation in Organizational Learning
The Site of the Social
In TripAdvisor we trust
In pursuit of ambidexterity
Naturalistic inquiry
| Citations per year | 1.5 |
|---|---|
| Citation span | 2022 - 2026 (5) |
| Highly cited | No |