Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2017-11-29T15:12:00Z No. of bitstreams: 1 Aruana Rosa Souza_.pdf: 2692932 bytes, checksum: d5c160d9d7c747e1c5b90f798a0132b4 (MD5) / Made available in DSpace on 2017-11-29T15:12:00Z (GMT). No. of bitstreams: 1 Aruana Rosa Souza_.pdf: 2692932 bytes, checksum: d5c160d9d7c747e1c5b90f798a0132b4 (MD5) Previous issue date: 2017-08-17 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / PROSUP - Programa de Suporte à Pós-Gradução de Instituições de Ensino Particulares / Mudanças descontínuas no mercado fazem com que empresas busquem por novas tecnologias. A ambidestria, quando manifestada em empresas, apoia gestores durante os períodos de transições tecnológicas, possibilitando a obtenção do máximo de excelência na gestão de novas tecnologias, essenciais para entrada em novos mercados, e tecnologias tradicionais, úteis para manutenção da empresa nos mercados em que já trabalha. Embora essa literatura seja amplamente estudada há mais de 20 anos, poucos estudos aprofundaram-se em avaliar como empresas são ambidestras durante o processo de transição tecnológica. Este estudo analisou uma empresa ambidestra estrutural intensiva em conhecimento que passou por dois ciclos de transição tecnológica em menos de 6 anos. Realizou-se um estudo de caso único em uma empresa brasileira do setor de tecnologia da informação. Como resultado da investigação, verificou-se que a decisão da empresa de se tornar ambidestra foi motivada por fatores críticos que surgiram principalmente pela necessidade da empresa de entrar em novos negócios. Além disso, houve uma redução nos ciclos de transição à medida que a empresa ganhou experiência no processo de incorporação de novas tecnologias e maturidade na gestão ambidestra dos negócios. Fatores de contexto mostraram-se importantes, uma vez que apoiaram os gerentes e funcionários em ações de curto, médio e longo prazo durante as transições. Este trabalho contribui para a perspectiva teórica, revelando, na prática, como uma empresa de TI simultaneamente gerencia novos negócios e negócios tradicionais durante momentos críticos de transições tecnológicas. Também analisou como uma empresas se organizou em termos de processos, culturas, estruturas e rotinas para se adaptar-se ao ambiente em mutação. Com relação às contribuições gerenciais, esse estudo guia gestores para reflexões relativas aos seus negócios, elucidando diferentes tipos de estruturas ambidestras que uma organização pode optar, apoia as empresas a se estruturarem e traçarem um plano de ação com foco no fortalecimento dos pontos fracos. Ademais, esse estudo elucida perfis de gestores e funcionários considerados competitivos em organizações que optam pela estruturação separada de gestão de negócios novos e tradicionais. / Discontinuous changes in the market cause companies to search for new technologies. Ambidexterity supports companies during periods of technological transitions, enabling them to achieve the maximum of excellence in the management of new technologies, essential for new markets entrance, and traditional technologies, useful for maintaining the company in markets they already are. Although this literature has been extensively studied for more than 20 years, few studies have deepened on how firms are ambidextrous during the technology transition process This study analyzed a knowledge-intensive ambidextrous company that underwent two technology transition cycles in less than 6 years. A single case study was conducted in a Brazilian company in the information technology sector. As a result of the investigation, it was found that the decision of the company to become ambidextrous was motivated by critical factors that arose mainly by the company's need to enter new businesses. Also, there was a reduction in transition cycles as the company gained experience in the process of incorporating new technologies and maturity of ambidextrous business management. Context factors were important, once they supported managers and employees in short, medium and long-term actions during transitions. This work contributes to the theoretical perspective by revealing in practice how an IT company simultaneously manages new business and traditional business during critical times of technological transitions. It also looked at how a company has organized itself in terms of processes, cultures, structures and routines to adapt to the changing environment. With regard to managerial contributions, this study guides managers to reflect on their business, elucidating different types of ambidextrous structures that an organization can choose, and helps companies to structure and devise an action plan focused on strengthening weaknesses. Furthermore, this study elucidates managers and employees profiles considered competitive in organizations that choose to structurally separate new and traditional business management.

Made available in DSpace on 2016-03-15T19:26:01Z (GMT). No. of bitstreams: 1 Camila dos Santos Nishimura.pdf: 799063 bytes, checksum: 97fd2f977a20f91ab7d33fc7e929b53c (MD5) Previous issue date: 2013-01-22 / This dissertation involved four constructs in organizational strategy area: exploration, exploitation, ambidexterity and technology readiness. The main objective was to evaluate the degree of association between exploration, exploitation, ambidexterity and technology readiness. To achieve this main objective it was developed a quantitative research study with students as unity of analysis. The research was conducted in Business Administration and International Business courses in a private university located in São Paulo city. The questionnaire was developed using two scales. The first one was adapted for the measurement of the guidelines for exploration and exploitation developed by Popadiuk (2012) and the other scale was developed by Parasuraman (2000) to measure technology readiness index. To describe results, it was used descriptive statistics. The research hypothesis was related to the comparison between means of the technology readiness index according to individual orientation to exploration, exploitation or ambidexterity. Structural equation modeling method and ANOVA analysis was used and applied by the PLS PM technique for checking and comparing the relationship between the constructs. The results showed that is possible to develop a scale for measurement exploration, exploitation or ambidexterity individual orientation based on model developed by Popadiuk (2012) and using a competency model proposed by Cheetam e Chivers (2005) as base of desired transposition. The statistical analysis results, based on 392 answered questionnaires, confirmed that some dimensions of technology readiness construct can vary by individual orientation to explorer, exploiter or ambidexterity. / Esta dissertação envolveu quatro construtos da área de estratégia organizacional: exploração , explotação , ambidestria e prontidão para tecnologia . O objetivo principal foi avaliar o grau de associação entre orientação individual para exploração , explotação e ambidestria e a prontidão para tecnologia . Para o atingimento deste objetivo foi desenvolvida uma pesquisa de caráter quantitativo, tendo como nível de análise alunos de graduação dos cursos de administração de empresas e comércio internacional de uma universidade privada localizada na cidade de São Paulo/SP. O questionário utilizado na pesquisa envolveu a utilização de duas escalas. Uma para a mensuração das orientações para exploração e explotação, baseada no modelo desenvolvido por Popadiuk (2012) e a outra referente à mensuração prontidão para tecnologia, desenvolvida por Parasuraman (2000). As análises estatísticas relativas aos objetivos foram de caráter descritivo. A hipótese de pesquisa foi baseada na comparação dos valores médios das avaliações de prontidão para tecnologia , segundo a categoria individual de orientação: exploradora, explotadora ou ambidestra. Para isso, a técnica utilizada envolveu a Modelagem de Equações Estruturais, mediante o software PLS-PM e a análise de variância ANOVA. Os resultados demonstraram que é possível realizar a transposição das dimensões propostas por Popadiuk (2012) do contexto organizacional para o nível individual, utilizando-se como norteador para esta transposição o modelo de competências proposto por Cheetam e Chivers (2005). Adicionalmente, a análise estatística dos dados, obtidos a partir de uma amostra de 392 questionários respondidos, permite identificar que algumas das dimensões da prontidão para tecnologia, conforme proposto por Parasuraman (2000) apresentam médias significantemente diferentes de acordo com o perfil individual para exploração, explotação ou ambidestria.

Using data from the biopharmaceutical industry, this study analyzes the relationship between internal and external exploration (exploitation) and the moderating role of firm characteristics. We argue that the characteristics of a firm - in particular a firm's vertical scope - are an important but so far overlooked contingency factor determining the relationship between internal and external exploration (exploitation). Our findings indicate that differences in vertical scope result in alternative combinations of internal and external exploration. While specialized firms tend to focus either on exploration or exploitation both within the firm as well as with their alliance portfolio, vertically integrated firms prefer to balance exploration and exploitation across firm boundaries. (authors' abstract) / Series: Working Papers / Institute for Strategic Management

ABSTRACT Inter-organizational Relationship Portfolio Management: A Digital Enablement Perspective of Process Alignment and Process Innovativeness BY Xinlin Tang July 25, 2007 Committee Chair: Dr. Arun Rai Major Academic Unit: Center for Process Innovation Inter-organizational relationship (IR) has been considered a strategic asset that can help firms achieve both exploitation and exploration benefits. The capability to manage inter-organizational relationships, or a firm’s “relational capability” (Dyer and Singh 1998), is considered strategically crucial in order to compete in the contemporary business world. However, there are significant challenges that must be addressed to establish this capability. First, striking a balance between exploitation and exploration benefits (March 1991) through IR management is especially challenging due to the uniqueness embedded in each relationship (Lee 2004). Second, in order to serve a specific strategic purpose, firms usually need to maintain a relationship portfolio, or to be involved in multiple, simultaneous relationships that vary from arm’s length, transaction-based arrangements to close, collaborative partnerships (Cannon and Perreault 1999; Dyer et al. 1998). This has made IR relationship management even more difficult since relationship portfolios cannot be effectively managed by a “one-size-fits-all” strategy. Instead, different strategies and process capabilities need to be developed, based on the strategic segmentation of the relationships and the unique requirements of each relationship (Dyer et al. 1998). Though it has been suggested that process alignment capability is necessary to obtain exploitation benefits, and process innovativeness capability is needed for exploration benefits, these two processes have been considered to be contradictory (e.g., Adler and Goldoftas 1999; Teece et al. 1997). Firms are challenged to pursue these two types of process capabilities simultaneously, or to become ambidextrous organizations (Benner and Tushman 2003). Yet, in this context, how should firms operating in different environments manage the “process alignment - process innovativeness” paradox across their IR portfolios with dominant upstream and downstream partners to realize gains in competitive performance? In addition, how should they structure their business-to-business information technology assets to establish a digital platform that supports both process innovativeness and process alignment capabilities across their IR portfolio? We argue that B2B digital platform ambidexterity must be developed to support an organization that exhibits both process alignment and process innovativeness, i.e., an ambidextrous organization. B2B digital platform ambidexterity represents the digital platform’s capability to simultaneously integrate and reconfigure IT resources and assets to support the requirements of an IR portfolio. By combining the existing process alignment perspective of IT business value and real options theory, we propose that B2B digital platform ambidexterity can create value through two mechanisms: (i) by enabling process alignment across the IR portfolio to generate position exploitation benefits and (ii) by enabling process innovativeness for both offering flexibility and partnering flexibility to produce option exploration benefits. The proposed research model was tested based on data collected through a multi-industry survey. Data were collected for both supplier relationship portfolios and channel partner relationship portfolios at the level of the main product line. Measurement instruments were developed through standard procedures (Churchill 1979; Gerbing and Anderson 1988; Straub 1989). The questionnaires went through two-stage Q sorting, were reviewed by panels of academic professionals and practitioners for content validity, and were then pre-tested by procurement professionals and sales professionals prior to survey administration. After data collection, traditional procedures were applied for scale validation. Safeguards against common method bias were developed through the recommended procedural remedies (Podasakoff et al. 2003) during the research design process. Its effects were further investigated using the Harmon's one-factor test for common method variance after the data collection phase (Podasakoff and Organ 1986). Then, the hypotheses were tested and analyzed using Partial Least Squares and the implications for theory and practice were discussed. The manuscript concludes with directions to future research.

A growing body of research investigates the role that organizational learning plays in generating superior firm performance. Researchers, however, have given limited attention to this learning effect in the context of long-term interorganizational relationships. This paper focuses on a specific aspect of learning, that is, explorative and exploitative knowledge sharing, and examines its impacts on sustained performance. We examine interorganizational design mechanisms and digitally-enabled knowledge representation as antecedents of knowledge sharing. The empirical context is dyadic relationship between a supply chain solutions vendor and its customers for two major classes of supply chain services. Our theoretical predictions are tested by using data collected from both sides of this customer-vendor dyad. The findings suggest that dual emphasis on exploration and exploitation is important for sustained relationship performance for customers. The customer evaluates balancing exploration and exploitation important whereas the vendor emphasizes only on exploitation.

Despite documented best practices and specialized tools, software organizations struggle to deliver quality software that is on time, within budget, and meets customer requirements. Managers seeking improved software project outcomes face two dominant software paradigms which differ in their emphasis on upfront planning, customer collaboration, and product documentation: plan-driven and agile. Rather than promoting one approach over the other, this research advocates improving software management practices by developing the organization’s ambidextrous capability. Ambidextrous organizations have the ability to simultaneously succeed at two seemingly contradictory capabilities (e.g. discipline and agility) which leads to enhanced organizational performance. Overall, this study asks the question: How can an ambidextrous perspective facilitate improvement in software practices? Driven by this question, and based on a two year action research study at a small software firm, TelSoft, the objectives of this research are to: 1. Identify dualities involved in improving software practices 2. Design interventions based on these dualities to improve software practices 3. Explore the process of becoming an ambidextrous software organization The resulting dissertation consists of a summary and four papers that each identify and address particular dualities encountered during software process improvement. The first paper asserts that both process-driven and perception-driven inquiry should be used during assessment of software practices, presents a model that shows how this combination can occur, and demonstrates the use of this model at TelSoft. The second paper explicates two theories for understanding and resolving issues in requirements engineering practice – repeat-ability and response-ability – and argues for the need to negotiate between the two. The third paper identifies a tension between managing legacy and current processes and proposes a model for software process reengineering, a systematic process for leveraging legacy processes created during prior SPI efforts. Finally, the fourth paper applies the theoretical lens of ambidexterity to understand the overall change initiative in terms of the tension between alignment and adaptability. The study used a variety of data sources to diagnose software practices, including semi-structured interviews, software process documents, meeting interactions, and workshop discussions. Subsequently, we established, facilitated, and tracked focused improvement teams in the areas of customer relations, requirements management, quality assurance, project portfolio management, and process management. Furthermore, we created and trained two management teams with responsibility for ongoing management of SPI and project portfolio management respectively. We argue that these activities improved software practices at TelSoft and provided a stronger foundation for continuous improvement. Keywords: Ambidexterity, software process improvement (SPI), action research, requirements engineering assessment, action planning, software process reengineering, software management.

abstract: In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through which CEO humility were related to middle manager ambidextrous behaviors and job performance: CEO empowering leadership, empowering organizational climate, top management team integration and heterogeneity. After developing and validating a humility scale in China, I collected survey data from a sample of 63 organizations with 63 CEOs, 327 top management team members and 645 middle managers to test the research model. Except for top management team heterogeneity, the other three CEO-middle manager mediating mechanisms received moderate support. Specifically, I found that humble CEOs were empowering leaders; their empowering leadership behaviors were positively associated with top management team integration and empowering organizational climate, which in turn correlated positively with middle manager ambidexterity and job performance. / Dissertation/Thesis / Ph.D. Business Administration 2011

A travers l’étude du cas d’une entité exploratoire, NCA, nous cherchons à comprendre comment identifier et structurer un champ d’innovation. C’est à dire comprendre comment se fait le choix d’un domaine dans lequel mener une activité de conception innovante, et quels mécanismes permettent de mener un travail de conception innovante dans des directions pertinentes. La littérature donne peu d’éléments sur les mécanismes à l’œuvre qui vont permettre d’identifier et de structurer un champ d’innovation, en l’absence de problème spécifique à résoudre, ce qui est la situation de NCA qui s’intéresse en particulier aux innovations d’usages, pour lesquelles il n’existe pas de demande explicite des clients. Nos résultats relatifs aux processus d’innovation montrent que les activités d’exploration menée par NCA conduisent à un renouvellement des routines utilisées pour les produits historiques. L’exploration renouvelle l’exploitation. Par ailleurs, les difficultés principales rencontrées par NCA tiennent moins aux processus spécifiques à mettre en œuvre qu’à des mécanismes inopérants dans l’identification de champs d’innovation.Sur le plan organisationnel, nos résultats montrent que NCA fonctionne selon une forme d’ambidextrie simultanée, sur le plan individuel et au niveau de l’entité NCA elle même. Cela se traduit par un renouvellement de l’exploitation par l’exploration. Nous mettons aussi en lumière la forme organisationnelle originale de NCA, à la fois business unit et entité exploratoire. Cette forme d’organisation facilite le lancement de nouvelles catégories de produits, et le fait que le marché de la BU ne soit pas défini, conduit NCA à maintenir cette activité d’exploration dans le temps. / Our case study based on an exploratory entity evolving from a small team to a business unit raise questions related to the identification and structuration of an innovation field. The literature gives few elements with regards to the choice of such a field, and the mechanisms to set priorities within a chosen field. Our results related to innovation processes show that exploratory activities leads to a renewal of exploitation, and also that the difficulties encountered by NCA in exploration activities are less related to the existing processes than to the choice of an innovation field. Our results related to organization show that NCA works in a mode of simultaneous ambidexterity, being able at the same time to launch new product categories and to explore new product categories. This also leads to the renewal of existing routines. The structure of NCA has also some original features, being at the same time a business unit and an exploratory entity. This exploratory business unit seems to be able to launch more easily new products categories, because there is no need to look for a landing zone, as it is the case of organisations solely responsible for exploration.

Made available in DSpace on 2016-03-15T19:31:10Z (GMT). No. of bitstreams: 1 Laura Melo.pdf: 2005024 bytes, checksum: f11d8f38cbd0a68e0be318fcb85ac5cd (MD5) Previous issue date: 2015-03-02 / This thesis involves the study of the relationship between organizational performance and guidelines for exploration, exploitation and ambidexterity. For the development of this study, two concepts were objects of theoretical considerations and empirical evaluations. The first consists of the types of guidelines used by organizations in the acquisition, organization and management of knowledge, termed as exploration, exploitation and ambidexterity. The second concept refers to organizational performance, this research is based on the Balanced Scorecard - BSC. This study focused on these two concepts can be justified by the importance and influence of the management of organizational knowledge in generating superior performance compared with other companies in the same sector or industry. Besides presenting a theoretical review of the related literature to the issues in question, this study also replicated two scales, a performance measurement proposed by Popadiuk (2006) is divided into four indicators that measure the financial performance indicators that measure 10 customer management, 10 internal management processes and eight that measure learning and growth and other measurement of ambidexterity, exploration and exploitation which consists of 45 indicators, 20 of which classify the company as exploitative and 25 which together rank the company as explotadora. The sample included 249 respondents and the data were processed and validated by means of the technique of Structural Equation Modeling with estimation method Partial Least Squares (PLS) using the SmartPLS 2.0 software. The results were validated empirically. One can also conclude that for this sample the sector of the economy, did not constitute a moderating variable of the relationship between ambidexterity and organizational performance. / Esta tese de doutorado envolve o estudo do relacionamento entre o desempenho organizacional e as orientações para exploração, explotação e ambidestria. Para o desenvolvimento desse estudo, quatro conceitos foram objetos de considerações teóricas e avaliações empíricas. Os três primeiros, consistem nos tipos de orientações utilizadas pelas organizações na aquisição, organização e gestão de conhecimentos, denominadas como exploração, explotação e ambidestria. O último conceito refere-se ao desempenho organizacional que, nesta pesquisa, será baseado no Balanced Scorecard - BSC. O foco deste estudo, nesses conceitos, pode ser justificado pela importância e influência do gerenciamento do conhecimento organizacional na geração de desempenhos superiores comparativamente com outras empresas do mesmo setor ou da indústria. Além de apresentar uma revisão teórica sobre a literatura relacionada aos temas em questão, este trabalho também replicou duas escalas, uma de mensuração do desempenho, proposta por Popadiuk (2006), divide-se em cinco indicadores que mensuram o desempenho financeiro, quatro indicadores que mensuram a gestão dos clientes, quatro de gestão de processos internos e quatro que mensuram a aprendizagem e o crescimento; e outra, de mensuração da ambidestria, exploração e explotação, que consta de 45 indicadores, sendo que 20 classificam a empresa como exploradora e 25 que, em conjunto, classificam a empresa como explotadora. A amostra contou com 249 respondentes e os dados foram processados e validados por meio da técnica de Modelagem de Equações Estruturais, com estimação pelo método PartialLeastSquares (PLS), utilizando o software SmartPLS 2.0. Os resultados foram validados empiricamente, confirmando a influência da orientação ambidestra do desempenho organizacional. Pode-se concluir, também, que para essa amostra o setor da economia, não se constituiu uma variável moderadora da relação entre ambidestria e desempenho organizacional

Submitted by Aline Martins (1146629@mackenzie.br) on 2016-05-24T18:36:50Z No. of bitstreams: 2 Fernando Ribeiro dos Santos .pdf: 1768004 bytes, checksum: eebc9c37aafbcb0fd7367ca5fc681a11 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Approved for entry into archive by Paola Damato (repositorio@mackenzie.br) on 2016-05-24T18:53:01Z (GMT) No. of bitstreams: 2 Fernando Ribeiro dos Santos .pdf: 1768004 bytes, checksum: eebc9c37aafbcb0fd7367ca5fc681a11 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) / Made available in DSpace on 2016-05-24T18:53:01Z (GMT). No. of bitstreams: 2 Fernando Ribeiro dos Santos .pdf: 1768004 bytes, checksum: eebc9c37aafbcb0fd7367ca5fc681a11 (MD5) license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Previous issue date: 2015-02-06 / This thesis revolved around four concepts in the literature of competitive advantage: capabilities, organizational ambidexterity, strategy types and organizational performance. Its main objective was to identify the relationship between organizational performance – as the result of the mediation among four types of capabilities – and the organizational ambidexterity, moderated by the type of strategy according to Miles and Snow’s (1978) typology. In order to reach the chosen objective a quantitative survey was carried out with 119 companies of the three sectors of economy: industry, commerce and services. A structured and closed questionnaire was applied following Likerts scales for each one of its items. Data was processed and evaluated through the technique of Structural Equation Modeling (SEM) with estimates in the method of Partial Least Squares (PLS), and using a SmartPLS 2.0 software. The analysis was done involving six models: three without the involvement of the capabilities and three involving the capability as mediator. The three main models were: the complete sample, the companies that were classified as Prospector/Analytical and companies classified as Defender/Reactive. The results identified a difference in the assessment of the indicators for the variables of ambidexterity and capability when comparing both groups of companies, as well as the existence of a representative index between ambidexterity and organizational performance, regardless of the group related to the type of strategic orientation. As a conclusion, the data shows that the variable capability has a mediating effect between organizational ambidexterity and performance, and the effect varies from total to partial, depending on the type of strategic orientation adopted by the companies, according to the model created by Miles and Snow (1978). / Esta tese envolveu quatro conceitos encontrados na literatura de vantagem competitiva: capabilidades, ambidestria organizacional, tipos de estratégia e desempenho organizacional. Teve como objetivo principal a identificação do desempenho organizacional como como resultado da interação entre quatro tipos de capabilidades e a ambidestria organizacional, moderadas pelo tipo de estratégia segundo a tipologia de Miles e Snow (1978). Para alcançar o objetivo proposto foi feita uma pesquisa de caráter quantitativo envolvendo 119 empresas dos três setores da economia: indústria, comércio e serviços. Aplicou-se um questionário estruturado fechado com escalas tipo Likert para cada um dos construtos. Os dados foram processados e avaliados por meio da técnica de Modelagem de Equações Estruturais (MEE) com estimação pelo método Partial Least Squares (PLS) utilizando-se o software SmartPLS 2.0. A análise foi feita envolvendo seis modelos: três sem envolvimento das capabilidades e três envolvendo a capabilidade como mediadora. Os três modelos principais foram: a amostra completa, as empresas classificadas como Prospectoras/Analíticas e as empresas classificadas como Defensoras/Reativas. Os resultados identificaram uma diferença de avaliação dos indicadores para as variáveis latentes ambidestria e capabilidade ao se comparar os dois grupos de empresas; bem como a existência de coeficiente significativo entre ambidestria e desempenho organizacional, independente do grupo relacionado ao tipo de orientação estratégica. Como conclusão, os dados apontam que a variável latente capabilidade exerce efeito mediador entre ambidestria organizacional e desempenho organizacional, sendo que o efeito varia de total a parcial, dependendo do tipo de orientação estratégica adotada pelas empresas, segundo o modelo de Miles e Snow (1978).