The Relationship between Organizational Structure and Organizational Ambidexterity
A Comparison between Manufacturing and Service Firms
| <p>Sustainable competitive advantage is dependent on a firm’s ability to simultaneously balance different activities in a trade-off situation. This capability is referred to as organizational ambidexterity and may comprise various paradoxical activities, such as exploration and exploitation. To enhance the current understanding of organizational ambidexterity and how it can be realized, Sebastian Kortmann provides at least three important contributions. Apart from the development of a theoretical framework for ambidexterity, the study uncovers which structural mechanisms support ambidextrous behavior and the extent to which these relationships are dependent on firm type.<b></p> |
Inhalt
In strategic management and organizational theory, organizational effectiveness denotes the broadest domain of business performance. "What is the optimal structural configuration for organizational ambidexterity and to what extent is it contingent upon firm type?" To answer this research question, this study employs a two-step approach. In the first step, Sebastian Kortmann determines a structural configuration that generally supports organizational ambidexterity. Then, in a second step, he draws upon structural contingency theory and investigates to what extent this optimal structural configuration is dependent on firm type.
Bibliografische Angaben
April 2012, 167 Seiten, Betriebswirtschaftliche Studien in forschungsintensiven Industrien, Englisch
GABLER
9783834936301