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Organizational solutions to achieve ...

Cembrero Gomez, David.

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Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain./
作者:	Cembrero Gomez, David.
面頁冊數:	239 p.
附註:	Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
Contained By:	Dissertation Abstracts International75-06A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3613379
ISBN:	9781303761935

Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain.
Cembrero Gomez, David.

Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain. - 239 p.

Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.

Thesis (Ph.D.)--Universidad de Deusto (Spain), 2013.

This item must not be sold to any third party vendors.

This research focuses on the study of the so-called "organizational ambidexterity" in the field of technological innovation in the particular case of medium-high and high technological companies. In this context, the ambidextrous company is the one able to develop radical (exploration) and incremental (exploitation) innovation simultaneously. Specifically, we analyze the impact of ambidexterity on firm performance, the reasons that lead to adopt an organizational modality or another to combine incremental and radical innovation simultaneously (integration of both types of innovation in the same organizational unit or separation of the same in different organizational units), the influence of the chosen modality on the innovation results achieved and the factors that determine the success of each of the organizational solutions.

ISBN: 9781303761935Subjects--Topical Terms:

516664
Management.

Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain.
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245 1 0 $a Organizational solutions to achieve the right balance between exploration and exploitation (ambidexterity) in the technological innovation domain.
300 $a 239 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-06(E), Section: A.
500 $a Adviser: Josune Saenz Martinez.
502 $a Thesis (Ph.D.)--Universidad de Deusto (Spain), 2013.
506 $a This item must not be sold to any third party vendors.
520 $a This research focuses on the study of the so-called "organizational ambidexterity" in the field of technological innovation in the particular case of medium-high and high technological companies. In this context, the ambidextrous company is the one able to develop radical (exploration) and incremental (exploitation) innovation simultaneously. Specifically, we analyze the impact of ambidexterity on firm performance, the reasons that lead to adopt an organizational modality or another to combine incremental and radical innovation simultaneously (integration of both types of innovation in the same organizational unit or separation of the same in different organizational units), the influence of the chosen modality on the innovation results achieved and the factors that determine the success of each of the organizational solutions.
520 $a The group of companies analyzed is composed by a total of 125 organizations from medium-high and high technological sectors of the Basque Country, Madrid and Barcelona, of which only 116 combine simultaneously incremental and radical innovation within the organization (ambidextrous companies). Is in these latter companies on which we have focused our study.
520 $a The first important result is that radical innovation orientation is the element that further favors the achievement of better business performance (profitability, growth and productivity), together with the fact that incremental and radical innovation are truly complementary to each other and are well aligned.
520 $a Moreover, as shown in the segmentation analysis carried out, the organizational complexity is the element that makes the choice between developing incremental and radical innovation in different organizational units, or in a common unit. Indeed, the larger the size of the organization, the number of hubs and the complexity of the production system (i.e. the greater the tendency to produce and/or provide ad-hoc products and/or services), the greater the tendency to develop incremental and radical innovation in different organizational units.
520 $a Subsequently, the analysis carried out show that the fact of choosing a way of organizing innovation that is inconsistent with the traits of the company, does not significantly penalize the innovation results achieved by that company. Moreover, it is observed that neither of the modalities obtains systematically better results. This finding is very important because, it tells us that, to be successful developing technological innovation, what matters most is not the organizational form chosen, but to take care of the factors that make the option adopted work.
520 $a And what are those factors? If we develop incremental and radical innovation under different organizational units (structural ambidexterity), what matters most, by far, is the fact that there is a shared vision by the management team. Another important factor, although at some distance from the first one, is the fact of having a contingency rewards system for senior management that takes specific consideration to the results achieved by the organization as a whole. Moreover, in the case of incremental innovation, the existence of explicit mechanisms for coordination and collaboration between different organizational units (cross-functional interfaces) is the critical element to ensure success.
520 $a In the case of developing incremental and radical innovation within a common organizational unit (contextual ambidexterity), the most important factor is that there is an organizational context marked by the desire to excel, which generates strong commitment by all to fight for really ambitious goals and in which there is no excessive "cultural uniformity". It is also important, although at a distance, the fact of completing the formal organizational structure with teams for the development of specific projects ("parallel structures"), as well as the fact of documenting and establishing procedures for routinary processes and tasks. Similarly, analysis conducted show that, in terms of innovation, is counterproductive for people to participate in making the decisions that affect them directly.
590 $a School code: 5856.
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710 2 $a Universidad de Deusto (Spain). $b Universidad de Deusto. $3 3177145
773 0 $t Dissertation Abstracts International $g 75-06A(E).
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791 $a Ph.D.
792 $a 2013
793 $a Spanish
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