Articles
Week 1
Gibson & Birkinschaw (2006)
The antecedents, consequences and mediating role of organizational ambidexterity
Ambidexterity = vermogen om alle neuzen binnen een organisatie dezelfde kant op te krijgen om de
efficientie te vergroten en vermogen om aan te passen aan de dynamische omgeving
Business units with higher contextual ambidexterity showed a better performance in terms of growth &
profitability
Contextual ambidexterity refers to an organizational capability where firms simultaneously achieve
alignment and adaptability at a business unit level. This concept distinguishes from structural
ambidexterity, which often involves separate units or teams for exploration & exploitation.
Equifinality underscores that there is no one-size-fits-all approach to achieving ambidexterity.
The role of senior team integration & shared vision in enhancing individuals behavior was also
highlighted
Crucial are stretch, discipline, support & trust foster both exploratory & exploitative behaviors among
employees
Combinatie structural + contextual ambidexterity for business unit performance
Alignment = iedereen werkt aan dezelfde doelen
Adaption = zich aanpassen aan de vraag van de omgeving
Tripsas & Gavetti (2000)
Capabilities, cognition and intertia (=traagheid)
Polaroid case
The focus seems to be on how cognitive frames influence managerial decisions
Verschillende cognitieve frames bij verschillende managers, deze discrepany maakt communicatie
moeilijk.
De ontwikkeling van de innovatie sterk verbonden met de kennis (=cognition) van de managers.
O’Conner (2008)
Major innovation as a dynamic capability
Op welke manier kunnen bedrijven zich openstellen om te profiteren van major innovations
Major innovation = MI
Discontinuous innovation = radical innovation
Dynamic capabilities = organizations kunnen zelf skills ontwikkelen, zijn er 7
4 voorwaarden die nodig zijn:
1. The system is identifiable and its elements are independent
, 2. The effect of the whole is greater than the sum
3. Homeostasis is achieved through interaction & networking
4. There is a clear purpose in the larger system in which the MI management system is embedded
System theory
System = a complex of elements in mutual interaction, each individual part depends not only on
conditions within itself but also to a certain extent on the environment.
Dynamic capabilities theory arises from a resource based view (rbv) that sees firm as owning stocks of
valuable technology or other firm specific resources.
DCT: courage, intellect, divergent and convergent thinking
Week 2
O’Conner & DeMartino (2007)
Organizing for Radical Innovation (RI)
Hoe bedrijven een RI capability kunnen ontwikkelen
7 organizational structure models for RI
Balancing RI and incremental innovation in larger established firms
O’Reilly & Tushman (2013)
Organizational ambidexterity: past, present & future
1. Sequential ambidexterity, exploitation and exploration afwisseld. Structurele markt
2. Structural/simultaneous ambidexterity, exploitation and exploration tegelijk door verschillende
units. Een focust op algigment ander op adaption. Dynamische markt.
3. Contextual ambidexterity. Hetzelfde als structural maar dan individueel. Mensen zijn bezig met
hun eigen taak en innoverende werkwijzen bedenken. The behavorial capacity to simultaneously
demonstrate alignment and adaptibility across an entire unit
Structural ambidexterity is handig om een context binnen een organisatie te creeren. Te duur voor kleine
bedrijven.
Burgers & Covin (2016)
The contingent effects of differentiation and integration on corporate entrepreneurship
Manier om strijd tussen separation & integration te managen:
1. Shared vision
2. Senior team social integration; mate waarin managers positief worden ervaren en interactie met
medewerkers.
3. Cross functional interfaces; contact tussen units
De effecten van separation op de innovatie afhankelijk van organisational size (number of employees) &
environmental dynamism.
Shared vision is het minst opdringerig.
Janssen, Tempelaar, van den Bosch (2009)
Structural differentiation and ambidexterity
Week 1
Gibson & Birkinschaw (2006)
The antecedents, consequences and mediating role of organizational ambidexterity
Ambidexterity = vermogen om alle neuzen binnen een organisatie dezelfde kant op te krijgen om de
efficientie te vergroten en vermogen om aan te passen aan de dynamische omgeving
Business units with higher contextual ambidexterity showed a better performance in terms of growth &
profitability
Contextual ambidexterity refers to an organizational capability where firms simultaneously achieve
alignment and adaptability at a business unit level. This concept distinguishes from structural
ambidexterity, which often involves separate units or teams for exploration & exploitation.
Equifinality underscores that there is no one-size-fits-all approach to achieving ambidexterity.
The role of senior team integration & shared vision in enhancing individuals behavior was also
highlighted
Crucial are stretch, discipline, support & trust foster both exploratory & exploitative behaviors among
employees
Combinatie structural + contextual ambidexterity for business unit performance
Alignment = iedereen werkt aan dezelfde doelen
Adaption = zich aanpassen aan de vraag van de omgeving
Tripsas & Gavetti (2000)
Capabilities, cognition and intertia (=traagheid)
Polaroid case
The focus seems to be on how cognitive frames influence managerial decisions
Verschillende cognitieve frames bij verschillende managers, deze discrepany maakt communicatie
moeilijk.
De ontwikkeling van de innovatie sterk verbonden met de kennis (=cognition) van de managers.
O’Conner (2008)
Major innovation as a dynamic capability
Op welke manier kunnen bedrijven zich openstellen om te profiteren van major innovations
Major innovation = MI
Discontinuous innovation = radical innovation
Dynamic capabilities = organizations kunnen zelf skills ontwikkelen, zijn er 7
4 voorwaarden die nodig zijn:
1. The system is identifiable and its elements are independent
, 2. The effect of the whole is greater than the sum
3. Homeostasis is achieved through interaction & networking
4. There is a clear purpose in the larger system in which the MI management system is embedded
System theory
System = a complex of elements in mutual interaction, each individual part depends not only on
conditions within itself but also to a certain extent on the environment.
Dynamic capabilities theory arises from a resource based view (rbv) that sees firm as owning stocks of
valuable technology or other firm specific resources.
DCT: courage, intellect, divergent and convergent thinking
Week 2
O’Conner & DeMartino (2007)
Organizing for Radical Innovation (RI)
Hoe bedrijven een RI capability kunnen ontwikkelen
7 organizational structure models for RI
Balancing RI and incremental innovation in larger established firms
O’Reilly & Tushman (2013)
Organizational ambidexterity: past, present & future
1. Sequential ambidexterity, exploitation and exploration afwisseld. Structurele markt
2. Structural/simultaneous ambidexterity, exploitation and exploration tegelijk door verschillende
units. Een focust op algigment ander op adaption. Dynamische markt.
3. Contextual ambidexterity. Hetzelfde als structural maar dan individueel. Mensen zijn bezig met
hun eigen taak en innoverende werkwijzen bedenken. The behavorial capacity to simultaneously
demonstrate alignment and adaptibility across an entire unit
Structural ambidexterity is handig om een context binnen een organisatie te creeren. Te duur voor kleine
bedrijven.
Burgers & Covin (2016)
The contingent effects of differentiation and integration on corporate entrepreneurship
Manier om strijd tussen separation & integration te managen:
1. Shared vision
2. Senior team social integration; mate waarin managers positief worden ervaren en interactie met
medewerkers.
3. Cross functional interfaces; contact tussen units
De effecten van separation op de innovatie afhankelijk van organisational size (number of employees) &
environmental dynamism.
Shared vision is het minst opdringerig.
Janssen, Tempelaar, van den Bosch (2009)
Structural differentiation and ambidexterity
