Article - Problems of Modern Economics

Chaplina A. N.
Institute of Trade and Services, Siberian Federal University (Krasnoyarsk), PhD (Economics), Professor
Maksimenko I. A.
Assistant Professor, Institute of Trade and Services, Siberian Federal University (Krasnoyarsk), PhD (Economics)

New managerial paradigm to attain balance between research and operation for the purposes of gaining competitive advantages (Russia, Krasnoyarsk)

The article discusses a relatively new managerial paradigm based on organizational “ambidexterity,” i.e., the capacity of a company to simultaneously conduct research and operational activities. The authors describe the major models of ambidexterity, discuss the major “traps” of such duality in management, and discuss factors that support the idea of ambidexterity as of a strategic approach that facilitates competitive sustainability of companies in the VUCA environment.

Key words: organizational ambidexterity, research activity, operational activity, strategic effects, competitive sustainability

Pages: 64 - 68

Список использованных источников:
1. Amniattalab, A., Ansari, R. The effect of strategic foresight on competitive advantage with the mediating role of organizational ambidexterity // International Journal of Innovation Management, 2016. — № 20(3), pp.1–18.
2. Arbussa, A., Bikfalvi, A., Marquès, P. Strategic agility-driven business-model renewal: The case of an SME // Management Decision, 2017. — № 55(2). — pp. 271–293.
3. Benner, M.J., Tushman, M.L. Exploitation, exploration, and process management: The productivity dilemma revisited // Academy of Management Review, 2003. — №28(2) — pp. 238–256.
4. Clauss, Т., Kraus, S, Kallinger, F.L., Bican P.M., Brem A., Kailer N. Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox // Journal of Innovation & Knowledge, 2020. — № 6.
5. Diaz-Fernandez, M., Pasamar-Reyes, S., Valle-Cabrera, R. Human capital and human resource management to achieve ambidextrous learning: a structural perspective // Business Research Quarterly, 2017. — №20 — pp. 63–77.
6. Du J., Chen Z. Applying Organizational Ambidexterity in strategic management under a «VUCA» environment: Evidence from high tech companies in China International // Journal of Innovation Studies, 2018. –№ 2. — pp. 42–52.
7. Gibson, C.B., Birkinshaw, J. The antecedents, consequences and mediating role of organizational ambidexterity // Academy of Management Journal, 2004. — №47(2). — pp. 209–226.
8. Hu, B., Chen, W. Business model ambidexterity and technological performance: Evidence from China // Technology Analysis and Strategic Management, 2016. — №28(5). — pp. 583–600.
9. Ireland, R.D., Webb, J.W. Crossing the great divide of strategic entrepreneurship: Transitioning between exploration and exploitation // Business Horizons, 2009. — №52(5). — pp.469–479.
10. Junni, P., Sarala, R.M., Taras, V. Organizational ambidexterity and performance: a meta-analysis // Academy Management Perspective, 2013. — №27. — pp. 299–312.
11. March, J. G. Exploration and exploitation in organizational learning // Organization Science, 1991. — № 2(1). — pp. 71–87.
12. Molina-Castillo, F., Jimenez-Jimenez, D., Munuera-Aleman, J. Product competence exploitation and exploration strategies: The impact on new product performance through quality and innovativeness // Industrial Marketing Management, 2011. — № 40(7). — pp. 1172–1182.
13. O’Cass, A., Heirati, N., Ngo, L. Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas // Industrial Marketing Management, 2014. — № 43(5). — pp. 862–872.
14. Pertusa-Ortega, E.M., Molina-Azorín, J.F. A joint analysis of determinants and performance consequences of ambidexterity // Business Research Quarterly, 2018. — № 21. — pp. 84–98.
15. Posch, А., Garaus, С. Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity // Long Range Planning, 2020. — № 53.
16. Raisch, S., Birkinshaw, J., Probst, G., Tushman, M.L. Organizational ambidexterity: balancing exploitation and exploration for sustained performance // Organization Science, 2009. — № 20. — pp. 685–695.
17. Sarasvathy, S., Kumar, K., York, J. G., Bhagavatula, S. An effectual approach to international entrepreneurship: Overlaps, challenges, and provocative possibilities // Entrepreneurship: Theory and Practice, 2014. — № 38(1). — pp. 71–93.
18. Stubner, S., Blarr, H. Organizational ambidexterity and family firm performance // Journal of Small Business & Entrepreneurship, 2012. — № 25(2). — pp. 217–229.
19. Turner, N., Swart, J., Maylor, H. Mechanisms for managing ambidexterity: a review and research agenda // Int. J. Manag, 2013. — Rev. 15. — pp. 317–332.
20. Tushman, M.L., O’Reilly, C.A. Ambidextrous organizations: Managing evolutionary and revolutionary change // California Management Review, 1996. — № 38(4). — pp. 7–30.

Article in russian

Back to the issue content


Copyright © Problems of Modern Economics 2002 - 2021