Pregledni rad
ORGANIZATIONAL AMBIDEXTERITY: WHAT DOES IT MEAN? HOW IS IT ACTUALIZED?
Hajime Kobayashi
orcid.org/0000-0003-1869-2298
; Meiji University, School of Commerce, Tokyo, Japan
Masaaki Takemura
; Meiji University, School of Commerce, Tokyo, Japan
Sažetak
This paper, based on a longitudinal case study, explicates through what kinds of learning process the organizational ambidexterity is actually realized. We assume the two types of learning process called explorative learning and exploitative learning drawn from March’s original work and define the ambidexterity as the balance of two learning modes (March 1991). In March’s characterization, exploration involves search, variation, risk-taking, experimentation, play, flexibility, discovery and innovation, whereas exploitation can be defined as refinement, choice, production, efficiency, selection, implementation and execution. This characterization, however, is very ambiguous. To make the definition clearer, we add a dynamic capability view to the ambidexterity research. Teece (2007)’s dynamic capabilities view assumes the explorative learning route comprised of three micro-foundations (sensing, seizing, and reconfiguring). However, the linkage of three micro-foundations may break somewhere by the bias of organizational learning. For that reason, the existence of another learning mechanism, so-called exploitative learning is also drawig attention. Unfortunately, exploitative learning route also suffers from several breakdowns. As a result, every firms need the balancing efforts of exploitative learning and explorative learning as an organizational ambidexterity. We try to identify its concrete actualization process by opening the black box of an ambidexterity mechanism in real setting. We select special research setting, the foreign expansion case of a Japanese international retailer into Chinese market. Our research question is what kind of balancing process does the organizational ambidexterity actually follow? We look at how the two learning processes are activated and balanced, looking at either the combined or equalizing dimensions of ambidexterity construct. We also pay attention to what are the controllable antecedents that make it possible. In conclusion, the theoretical and practical implications are tentatively drawn from this study.
Ključne riječi
organizational ambidexterity; explorative and exploitative learning routes; micro-foundations of dynamic capabilities; antecedent for ambidexterity
Hrčak ID:
238562
URI
Datum izdavanja:
1.6.2020.
Posjeta: 1.773 *