Outstreaming for Ambidexterity: Evolving a Firm's Core Business from Components to Systems by Serving Internal and External Customers

Long Range Planning

Volumn 48, Issue 3, 2015, Pages 135-150

  Laplume, André O ^a   Dass, Parshotam ^b  

^a MICHIGAN TECHNOLOGICAL UNIVERSITY   (United States)

^b UNIVERSITY OF MANITOBA   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

SERVICE INDUSTRY;

BUSINESS UNITS; ENTREPRENEURIAL FIRMS; EXTERNAL CUSTOMERS; INTEGRATED PRODUCTS; PRODUCTS AND SERVICES; RESOURCES AND CAPABILITIES; VERTICAL ARCHITECTURES; VERTICAL INTEGRATION;

SALES;

EID: 84928590820     PISSN: 00246301     EISSN: 18731872     Source Type: Journal    
DOI: 10.1016/j.lrp.2014.03.002     Document Type: Article

References (81)

1. Adler P.S., Goldoftas B., Levine D.I. Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science 1999, 10(1):43-68.
2. Agarwal R., Audretsch D., Sarkar M.B. Knowledge spillovers and strategic entrepreneurship. Strategic Entrepreneurship Journal 2010, 4(4):271-283.
3. Amburgey T.L., Dacin T. As the left foot follows the right? The dynamics of strategic and structural change. Academy of Management Journal 1994, 37(6):1427-1452.
4. Andriopoulos C., Lewis M. Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation. Organization Science 2009, 20(4):696-717.
5. Benner M.J., Tushman M.L. Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management Review 2003, 28(2):238-256.
6. Boumgarden P., Nickerson J., Zenger T.R. Sailing into the wind: exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic Management Journal 2012, 33(6):587-610.
7. Bradach J.L., Eccles R.G. Price, authority, and trust: from ideal types to plural forms. Annual Review of Sociology 1989, 15:97-118.
8. Brown S.L., Eisenhardt K.M. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly 1997, 42(1):1-34.
9. Brunner J., Staats B., Tushman M., Upton D. Wellsprings of Creation: Perturbation and the Paradox of the Highly Disciplined Organization 2008, Working paper, Harvard Business School, Cambridge, MA.
10. Burgelman R.A. Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly 2002, 47(2):325-357.
11. Burgelman R.A., Grove A.S. Let chaos reign, then reign in chaos - repeatedly: managing strategic dynamics for corporate longevity. Strategic Management Journal 2007, 28(10):965-979.
12. Cao Q., Gedajlovic E.R., Zhang H. Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects. Organization Science 2009, 20(4):781-796.
13. Chandler A.D. Strategy and Structure 1962, Doubleday, New York.
14. Chandrasekaran A. Multiple Levels of Ambidexterity in Managing the Innovation-Improvement Dilemma: Evidence from High Technology Organizations 2009, Unpublished Doctoral Dissertation, University of Minnesota.
15. Christensen C.M., Bower J.L. Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal 1996, 17(3):197-218.
16. Christensen C.M., Verlinden M., Westerman G. Disruption, disintegration and the dissipation of differentiability. Industrial and Corporate Change 2002, 11(5):955-993.
17. Corley K.G., Gioia D.A. Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly 2004, 49(2):173-208.
18. Crossan M.M., Berdrow I. Organizational learning and strategic renewal. Strategic Management Journal 2003, 24(11):1087-1105.
19. Duncan R. The ambidextrous organization: designing dual structures for innovation. The Management of Organization 1976, Vol. 1:167-188. North Holland, New York.
20. Dutta S., Bergen M., Heide J.B., John G. Understanding dual distribution: the case of reps and house accounts. Journal of Law, Economics, & Organization 1995, 11(1):189-205.
21. Eisenhardt K.M. Building theories from case study research. Academy of Management Review 1989, 14(4):532-550.
22. Evered R., Louis M.R. Alternative perspectives in the organizational sciences: "inquiry from the inside" and "inquiry from the outside". Academy of Management Review 1981, 6(3):385-396.
23. Gavetti G., Levinthal D.A. The strategy field from the perspective of management science: divergent strands and possible integration. Management Science 2004, 50(10):1309-1318.
24. Gibbert M., Ruigrok W., Wicki B. What passes as a rigorous case study?. Strategic Management Journal 2008, 29(13):1465-1474.
25. Gibson C.B., Birkinshaw J. The antecedents, consequences and mediating role of organizational ambidexterity. Academy of Management Journal 2004, 47(2):209-226.
26. Gioia D.A., Chittipeddi K. Sensemaking and Sensegiving in Strategic Change Initiation. Strategic Management Journal 1991, 12(6):433-448.
27. Gupta A.K., Smith K.G., Shalley C.E. The interplay between exploration and exploitation. Academy of Management Journal 2006, 49(4):693-706.
28. Harrigan K.R. Vertical integration and corporate strategy. Academy of Management Journal 1985, 28(2):397-425.
29. Harrison J.S., Bosse D.A., Phillips R.A. Managing for stakeholders, stakeholder utility functions & competitive advantage. Strategic Management Journal 2010, 31(1):58-74.
30. He Z.L., Wong P.K. Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organization Science 2004, 15(4):481-494.
31. Helfat C.E. Guest editor's introduction to the special issue: the evolution of firm capabilities. Strategic Management Journal 2000, 21(10-11):955-959.
32. Huff J.O., Huff A.S., Thomas H. Strategic renewal and the interaction of cumulative stress and inertia. Strategic Management Journal 1992, 13(S1):55-75.
33. Jacobides M.G., Billinger S. Designing the boundaries of the firm: from "make, buy, or ally" to the dynamic benefits of vertical architecture. Organization Science 2006, 17(2):249-261.
34. Jacobides M.G., Winter S.G. Entrepreneurship and firm boundaries: the theory of a firm. Journal of Management Studies 2007, 44:1213-1241.
35. Jansen J.J.P., Tempelaar M., van den Bosch F.A.J., Volberda H.W. Structural differentiation and ambidexterity: the mediating role of integration mechanisms. Organization Science 2009, 20(4):797-811.
36. Jansen J.J.P., van den Bosch F.A.J., Volberda H.W. Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Management Science 2006, 52(11):1661-1674.
37. Katila R., Ahuja G. Something old, something new: a longitudinal study of search behavior and new product introduction. Academy of Management Journal 2002, 45(6):1183-1194.
38. Keil T., McGrath R.G., Tukiainen T. Gems from the ashes: capability creation and transformation in internal corporate venturing. Organization Science 2009, 20(3):601-620.
39. Kogut B., Zander U. What do firms do? Coordination, identity and learning. Organization Science 1996, 7:502-518.
40. Koza M.P., Lewin A.Y. The co-evolution of strategic alliances. Organization Science 1998, 9(3):255-264.
41. Laursen K., Salter A. Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management Journal 2006, 27(2):131-150.
42. Lavie D., Rosenkopf L. Balancing exploration and exploitation in alliance formation. Academy of Management Journal 2006, 49(4):797-818.
43. Lavie D., Stettner U., Tushman M.L. Exploration and exploitation within and across organizations. Academy of Management Annals 2010, 4(1):109-155.
44. Levinthal D.A. Adaptation on rugged landscapes. Management Science 1997, 43(7):934-950.
45. Levinthal D.A., March J. The myopia of learning. Strategic Management Journal 1993, 14(S2):95-112.
46. Lovas B., Ghoshal S. Strategy as guided evolution. Strategic Management Journal 2000, 21(9):875-891.
47. Lubatkin M., Simsek Z., Ling Y., Veiga J. Ambidexterity and performance in small- to medium-sized firms: the pivotal role of top management team behavioral integration. Journal of Management 2006, 32(5):646-672.
48. March J.G. Exploration and exploitation in organizational learning. Organization Science 1991, 2(1):71-87.
49. March J.G. Rationality, foolishness, and adaptive intelligence. Strategic Management Journal 2006, 27(3):201-214.
50. McNamara P., Baden-Fuller C. Lessons from the celltech case: balancing knowledge exploration and exploitation in organizational renewal. British Journal of Management 1999, 10:291-307.
51. Michael S.C. Investments to create bargaining power: the case of franchising. Strategic Management Journal 2000, 21:497-514.
52. Miller D., Chen M.J. The simplicity of strategic repertoires: an empirical analysis. Strategic Management Journal 1996, 17(6):419-439.
53. Mom T.J.M., van den Bosch F.A.J., Volberda H.W. Understanding variation in managers' ambidexterity: investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science 2009, 20(4):812-828.
54. Montealegre R. Aprocess model of capability development: lessons from the electronic commerce strategy at Bolsa de Valores de Guayaquil. Organization Science 2002, 13(5):514-531.
55. Mota J., de Castro L.M. Acapabilities perspective on the evolution of firm boundaries: a comparative case example from Portuguese moulds industry. Journal of Management Studies 2004, 41:295-316.
56. Nosella A., Cantarello S., Filippini R. The intellectual structure of organizational ambidexterity: a bibliographic investigation into the state of the art. Strategic Organization 2012, 10:450-465.
57. O'Reilly C.A., Tushman M.L. The ambidextrous organization. Harvard Business Review 2004, 82:74-81.
58. O'Reilly C.A., Tushman M.L. Organizational ambidexterity: past, present, and future. Academy of Management Perspectives 2013, 27(4):324-338.
59. Parmigiani A. Why do firms both make and buy? An investigation of concurrent sourcing. Strategic Management Journal 2007, 28(3):285-311.
60. Porter M.E. Competitive Strategy 1980, Free Press, New York.
61. Pratt M.G. Fitting oval pegs into round holes: tensions in evaluating and publishing qualitative research in top-tier north American journals. Organizational Research Methods 2008, 11(3):481-509.
62. Raisch S., Birkinshaw J. Organizational ambidexterity: antecedents, outcomes, and moderators. Journal of Management 2008, 34(3):375-409.
63. Raisch S., Birkinshaw J., Probst G., Tushman M.L. Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organization Science 2009, 20(4):685-695.
64. Rosenkopf L., Nerkar A. Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal 2001, 22(4):287-306.
65. Rothaermel F.T., Deeds D.L. Exploration and exploitation alliances in biotechnology: a system of new product development. Strategic Management Journal 2004, 25(3):201-221.
66. Rothaermel F.T., Hitt M.A., Jobe L.A. Balancing vertical integration and strategic outsourcing: effects on product portfolio, product success, and firm performance. Strategic Management Journal 2006, 27(11):1033-1066.
67. Santos F.M., Eisenhardt K. Organizational boundaries and theories of organization. Organization Science 2005, 16(5):491-508.
68. Schumpeter J.A. Business Cycles: A Theoretical, Historical and Statistical Analysis of the Capitalist Process 1939, McGraw Hill, New York.
69. Simsek Z. Organizational ambidexterity: towards a multilevel understanding. Journal of Management Studies 2009, 46(4):597-624.
70. Simsek Z., Heavey C., Veiga J.F., Souder D. Atypology for aligning organizational ambidexterity's conceptualizations, antecedents, and outcomes. Journal of Management Studies 2009, 46(5):864-894.
71. Smith W.K., Tushman M.L. Managing strategic contradictions: a top management model for managing innovation streams. Organization Science 2005, 16(5):522-536.
72. Suchman M.C. Managing legitimacy: strategic and institutional approaches. Academy of Management Review 1995, 20(3):571-610.
73. Taylor A., Helfat C.E. Organizational linkages for surviving technological change: complementary assets, middle management, and ambidexterity. Organization Science 2009, 20(4):718-739.
74. Teece D.J. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal 2007, 28(13):1319-1350.
75. Ulrich K.T. The role of product architecture in the manufacturing firm. Research Policy 1995, 24(3):419-440.
76. Uotila J., Maula M., Keil T., Zahra S.A. Exploration, exploitation, and firm performance: analysis of S&P 500 corporations. Strategic Management Journal 2009, 30(2):221-231.
77. Venkatraman N., Lee C.-H., Iyer B. Strategic Ambidexterity and Sales Growth: A Longitudinal Test in the Software Sector 2007, Revised version of the paper presented at the annual meeting of the Academy of Management in 2005, Honolulu.
78. Volberda H., Baden-Fuller C., van den Bosch F.A.J. Mastering strategic renewal: mobilizing renewal journeys in multi-unit firms. Long Range Planning 2001, 34(2):159-178.
79. Williamson O. Markets and Hierarchies 1975, Free Press, New York.
80. Wooldridge B., Schmid T., Floyd S.W. The middle management perspective on strategy process: contributions, synthesis, and future research. Journal of Management 2008, 34(6):1190-1221.
81. Yang H.Y., Phelps C., Steensma H.K. Learning from what others have learned from you: the effects of knowledge spillovers on originating firms. Academy of Management Journal 2009, 53(2):371-389.