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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Ambidexterity: A matter of size? : A single case study on ambidexterity in SMEs

Nohman, Brula, Nohman, Sleyman January 2015 (has links)
Background: An organization cannot only rely on how they have been accustomed to doing things in the past, rather they have to be willing to change and adapt in order to be successful in the present as well as the future by achieving and sustaining a competitive advantage. The ability to have a successful core business, be profitable today and also be able to predict future possibilities is a key for organizations that aim at being successful in the long term. Ambidexterity deals with these issues. An ambidextrous organization aims to balance the capability to exploit the present and exploring the future simultaneously. Therefore, it is an essential factor for the long term survival of firms. Aim: The purpose of this thesis is to study ambidexterity with regard to SMEs in the service sector. Completion: This study is based on a qualitative research which is conducted as a single case study on Mediakonsulterna as a firm. Conclusions: The study shows that ambidexterity can be applied in a SME in the service sector. Furthermore, there are different approaches as to how ambidexterity can be applied as discussed in this study. More specifically, the study concludes that a contextual approach to ambidexterity is viable when firms lack the resources and size for implementing ambidexterity through structural measures. This means that a SME in the service sector can conduct ambidexterity on an individual level throughout the company rather than relying on a structural division of separate units. In order to apply ambidexterity, SMEs rely to a large amount on individuals to balance the different activities such as exploitation and exploration
2

Ambidexterity and Success in the Swedish Construction Industry

Korkov, Dimitar, Bhusal, Surendra, Zadeh Sedigh, Kaveh January 2012 (has links)
No description available.
3

Heuristics for strategic ambidexterity: balancing exploration and exploitation over time in varying environments

Laplume, Andre 01 September 2010 (has links)
Drawing on studies of strategic dynamics and organizational change, this thesis proposes four approaches to balancing exploration and exploitation over time: Specialist, Cyclical, Irregular, and Regular. Various approaches to ambidexterity may be more effective under different environment conditions, and performance may vary along with: 1) varying types of rule change environments, 2) varying levels of competitive intensity among firms, 3) reactive versus proactive timing heuristics, and 4) varying levels of product diversification. Several hypotheses are developed and confirmed using qualitative field research and agent-based modeling. Results indicated that strategic leaders should balance their exploration and exploitation with Regular ambidexterity as their environments become dominated by competence enhancing innovation. Conversely, firms should temporally shift their balance of exploration and exploitation when competence-destroying changes dominate. In a balanced environment, Irregular ambidexterity performs best. These finding are especially relevant in highly competitive contexts. Also, proactive switching increases performance more than reactive switching, whereas diversification reduces the performance of sequential heuristics.
4

Heuristics for strategic ambidexterity: balancing exploration and exploitation over time in varying environments

Laplume, Andre 01 September 2010 (has links)
Drawing on studies of strategic dynamics and organizational change, this thesis proposes four approaches to balancing exploration and exploitation over time: Specialist, Cyclical, Irregular, and Regular. Various approaches to ambidexterity may be more effective under different environment conditions, and performance may vary along with: 1) varying types of rule change environments, 2) varying levels of competitive intensity among firms, 3) reactive versus proactive timing heuristics, and 4) varying levels of product diversification. Several hypotheses are developed and confirmed using qualitative field research and agent-based modeling. Results indicated that strategic leaders should balance their exploration and exploitation with Regular ambidexterity as their environments become dominated by competence enhancing innovation. Conversely, firms should temporally shift their balance of exploration and exploitation when competence-destroying changes dominate. In a balanced environment, Irregular ambidexterity performs best. These finding are especially relevant in highly competitive contexts. Also, proactive switching increases performance more than reactive switching, whereas diversification reduces the performance of sequential heuristics.
5

Balancing Innovation and Operation in Organizations:A Multiple Case Study on Ambidexterity

AlNujoom, Mohannad, Abu Sitta, Hisham January 2021 (has links)
Background: Since quick change is one of the most distinguishing qualities of today's market, organizations must be able to cope with it and match markets by keeping up with new market trends and wants, as well as adapting to changes in market features. This can be achieved by pursuing both exploration and exploitation to ensure success in the short and long term. Since this is the case, it is vital that companies find the right balance between operation and innovation to be able to exploit present opportunities and explore future directions. Purpose: This research aims to study the role of ambidexterity in achieving the desired balance in different industries. Every organization is unique, and companies differ from each other in many ways such as; work system, organizational structure, work philosophy and size. This study discussed the issue of balancing innovation and operation, to evaluate the process of choosing the right ambidextrous approach to be followed by different organizations across different industries. Method: Multiple case study was used. Data collected had both primary and secondary sources where the primary sources were collected through semi-structured interviews and the secondary sources were archives and reports. Grounded analysis was used in the analysis process to conclude the theory. Conclusion: The research results showed that when organizations achieve ambidexterity by following one of the ambidexterity approaches, the choice of the right approach depends on certain factors on different levels that need to be considered, and the four tensions of ambidexterity differ from one approach to another. Hence, the tensions should be verified and handled in relevance to the followed ambidexterity approach.
6

Diagnosing Social Support and Performance Management: A Case Study of Contextual Ambidexterity in a Manufacturing Company

Allen, Darren K 11 May 2013 (has links)
This study diagnoses performance in a mature manufacturing company based on an inquiry into contextual ambidexterity. Previous research has shown that creating a high performance context is founded upon the constructs of performance management and social support; however, this research has been conducted in fast evolving, relatively young companies such as software design firms. To date, no research has shown if a well established manufacturing firm can create a context with high levels of performance management and social support establishing a high performance environment and therefore be contextually ambidextrous. The presented contextual ambidexterity inquiry considers social support based upon four specific types of support, namely emotional, appraisal, informational, and instrumental support. Within social support, the concepts of trust and burnout are also vital in establishing the proper culture to achieve high performance. Further, performance management is founded upon human capital management established in a suitable corporate culture. In this study, this approach to a contextual ambidexterity inquiry is applied within the context of a U.S. based division of a global manufacturing company based on a survey, participant observation, and individual interviews. The research contributes to both the academic and practitioner environments with a greater understanding of the antecedents of high performance in an environment outside that of a young, fast evolving software firms. Further, it is shown that a high performance context may exist within organizations that are vastly different from those previously studied. In addition, this study offers an approach to a contextual ambidexterity inquiry with refined definitions and measures based on established constructs as well as new constructs. The implications of these additions to our understanding of contextual ambidexterity to both academia and practice are discussed and several avenues of future research are proposed.
7

How does managerial leadership influence organizational ambidexterity? : a study of the public sector

Freij, Adam, Olsson, Josefine January 2014 (has links)
Organizational ambidexterity is a widely researched and known phenomenon amongst academics; however there are still research gaps. Most of the studies are in private sector; however, lately researchers have called for more studies in the public sector. The purpose of this dissertation is to explain casual relationships between different leadership styles and their influence on organizational ambidexterity in public sector organization. The dissertation use a positivistic philosophy and a deductive approach; hence, a cross sectional design is used. The quantitative method chosen was a web based survey, distributed by e-mail to 171 managers operating in waste management and water and sewerage industries in the Swedish public sector. The findings of the study are that are that it is not possible to differentiate a higher level of organizational ambidexterity in any public organizational form. Another finding is that organizational ambidexterity can be positively influenced by managerial leadership in the local government administration The limitations of this dissertation are that only two industries are included and that the results cannot be generalized for other populations due to a small sample. The implications of this study are that organizational ambidexterity is a concept that is present in the public sector and can be influenced by managerial leadership under certain circumstances
8

Downside-Upside Duality: The Role of Ambidexterity in Enterprise Risk Management

Lauria, Emanuel V, Jr 03 May 2015 (has links)
Enterprise risk management (ERM) is a widely studied management control process, representing an important advancement from the traditional methods by which firms control the risks they face. This study steps back from attempts to quantify the relationship between ERM and firm performance. Instead, it explores how non-financial institutions with significant time and resource commitments to ERM configure those resources to effectuate a downside-upside duality as ERM is adopted, using for the first time in ERM research the theoretical lens of ambidexterity as a dynamic capability. This duality is the simultaneous engagement in mitigating existing and emerging risks while pursuing new value contributions from risk management processes. Empirical evidence indicates that the downside-upside duality is asymmetric, and challenges exist in quantifying the upside. The upside value component is most closely associated with raising the level of the risk discourse in firms. This is accomplished structurally by establishing new ERM-focused organizational subunits, and contextually by stretching capabilities. Dynamic capabilities emerge as firms sense, seize and reconfigure resources in the operationalization of ERM to supplant core competencies associated with traditional modes of risk management. Practitioners will gain from this research a richer understanding of the fit, form and function of ERM informed by empirical data and extrinsic theory.
9

Relationships among Employee Self-directed Learning, Organizational Ambidexterity and Enterprise Dynamic Capability

Chu, Teng-Yu 30 August 2011 (has links)
High globalization of economy has led companies into a business environment in which the changes are increasingly complex and faster. In order to survive even succeed over the long term, the modern enterprises must confront reality in real time and predict possibility. In the 1990s, the theory of dynamic capability arose for responding the rapid changes in market conditions. Many scholars¡¦ researches found that the learning of organization, management models and organizational ambidexterity are the factors to affect the dynamic capability of enterprise. And the organizational ambidexterity can enhance organizational strength of controlling new knowledge and informational diversity. The purpose of this research is to explore the relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. Research is conducted using survey data collection. Samples are from engineers, administrators, specialists, first-line and midlevel managers in enterprises. Via electronic and paper questionnaires, the numbers of distributed questionnaire is 557, effective questionnaire is 230, and the rate of effective questionnaire is 41.3%. The analysis results show that there are significantly parallel relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. For enterprise management, strengthening employees¡¦ self-directed learning and building up a high organizational ambidexterity are useful to enhance the dynamic capability of enterprise.
10

How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity

Awojide, Dipo January 2015 (has links)
This study is motivated by the growing influence in organisational research on the perspective of culture as a toolkit of resources from which individuals can draw on to develop strategies of action. Research has established that ambidextrous organisations succeed both in incremental and discontinuous innovation. However, there remains a scarcity of study on how managers orchestrate ambidexterity. This thesis extends the ambidexterity research by investigating how managers orchestrate ambidextrous strategies and how these strategies are shaped by elements of the organisational culture in high technology firms. An interpretive case study approach was used to achieve the aims of the study. Focusing on two engineering projects, 55 interviews were conducted alongside documentary reviews and participant observation for 6 months at Brush Electrical Machines Ltd, UK. Analysis of the findings is conducted using thematic analysis to identify common themes and NVivo was used to draw out patterns until relationships among the emerging themes became clearer. The thesis makes important contributions to the organisational ambidexterity literature by providing useful empirically-driven insights and deconstructing the roles of middle managers in facilitating ambidexterity. The findings of the research indicate that most of the middle managers demonstrated ambidextrous behaviours. These middle level managers enabled their behaviours through diverse cultural resources selected from the organisation s cultural toolkit. Thus, important contributions are made to the literature on organisational culture, specifically on the toolkit perspectives. The thesis takes the perspective that organisational culture should be viewed as heterogeneous and not homogeneous. The study concludes by suggesting that middle management ambidextrous behaviours shaped by cultural resources may be vital for the realisation of improved or sustained competitiveness in organisations.

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