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The Relationship between Organizational Structure and Organizational Ambidexterity : A Comparison between Manufacturing and Service Firms / by Sebastian Kortmann
Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Series: Betriebswirtschaftliche Studien in forschungsintensiven Industrien | SpringerLink BücherPublisher: Wiesbaden : Gabler Verlag, 2012Description: Online-Ressource (XV, 167p. 16 illus, digital)ISBN:- 9783834936301
- 658.4092
- 658.4063
- HD28-70
Contents:
Summary: Organizational Structure -- Organizational Ambidexterity -- Dynamic Capabilities -- Contingency Theory -- Manufacturing vs. Service FirmsSummary: Sustainable competitive advantage is dependent on a firm’s ability to simultaneously balance different activities in a trade-off situation. This capability is referred to as organizational ambidexterity and may comprise various paradoxical activities, such as exploration and exploitation. To enhance the current understanding of organizational ambidexterity and how it can be realized, Sebastian Kortmann provides at least three important contributions. Apart from the development of a theoretical framework for ambidexterity, the study uncovers which structural mechanisms support ambidextrous behavior and the extent to which these relationships are dependent on firm typePPN: PPN: 1651474265Package identifier: Produktsigel: ZDB-2-SBE
Foreword; Content; Tables; 1 Introduction; 1.1 Research Problem and Relevance of the Study; 1.1.1 Organizational Structure and Organizational Ambidexterity; 1.1.2 The Comparison between Manufacturing and Service Firms; 1.2 Research Questions and Objective; 1.3 Outline of the Study; 2 Organizational Structure; 2.1 Centralization; 2.1.1 Decentralization of Strategic Management; 2.1.2 Decentralization of Operations Management; 2.2 Formalization; 2.2.1 Formalization of Routines; 2.2.2 Informalization of Non-Routines; 3 Organizational Ambidexterity; 3.1 Prevalent Types of Ambidexterity
3.1.1 Contextual Ambidexterity3.1.2 Innovative Ambidexterity; 3.1.3 Structural Ambidexterity; 3.1.4 Sequential Ambidexterity; 3.2 Constituting Elements of Organizational Ambidexterity; 3.2.1 Level of Ambidexterity; 3.2.2 Core Trade-Off; 3.2.3 Enabling Mechanisms; 3.3 The Organizational Ambidexterity Framework; 3.4 Organizational Ambidexterity and Dynamic Capabilities; 3.4.1 The Theoretical Linkage; 3.4.2 The 'Organizational Ambidexterity and Dynamic Capability'Framework; 3.4.3 Contextual Ambidexterity; 3.4.4 Innovative Ambidexterity; 3.4.5 Structural Ambidexterity
3.4.6 Sequential Ambidexterity4 Manufacturing vs. Service Firms; 4.1 Manufacturing vs. Service Firms - General Differences; 4.2 Manufacturing vs. Service Firms - Differences in Organizational Structure; 4.2.1 Manufacturing vs. service firms - Centralization; 4.2.2 Manufacturing vs. service firms - Formalization; 5 Conceptual Framework and Hypotheses; 5.1 Organizational Structure and Organizational Ambidexterity; 5.1.1 Centralization; 5.1.2 Formalization; 5.2 Contextual Ambidexterity and Innovative Ambidexterity; 5.3 Firm Type, Organizational Structure and Organizational Ambidexterity
5.3.1 Centralization Decentralization of strategic management and organizational ambidexterity5.3.2 Formalization; 5.4 Firm Type, Contextual Ambidexterity and Innovative Ambidexterity; 6 Methodology; 6.1 Sample; 6.2 Nonresponse Bias; 6.3 Key Informant Check; 6.4 Descriptive Statistics; 6.5 Measures; 6.5.1 Organizational Structure; 6.5.2 Organizational Ambidexterity; 6.5.3 Control Variables; 6.6 Analysis Strategy; 6.7 Measurement Models; 6.8 Common Method Bias; 6.9 ResultsTo analyze the relationship; 6.9.1 Manufacturing & Service; 6.9.2 Manufacturing vs. Service; 7 Discussion
7.1 Organizational Structure and Organizational Ambidexterity7.1.1 Decentralization of Strategic Management; 7.1.2 Decentralization of Operations Management; 7.1.3 Formalization; 7.1.4 Contextual Ambidexterity and Innovative Ambidexterity; 7.2 Manufacturing vs. Service Firms; 7.2.1 Decentralization of Strategic Management; 7.2.2 Decentralization of Operations Management; 7.2.3 Formalization; 7.2.4 Contextual Ambidexterity and Innovative Ambidexterity; 8 Implications; 8.1 Theoretical Implications; 8.1.1 Centralization; 8.1.2 Formalization; 8.2 Managerial Implications
9 Limitations and Suggestions for Future Research
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