- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
High tech organizations confront dual demands of exploration and exploitation, particularly in today’ s competitive environment marked by a trend of volatility, uncertainty, complexity, and ambiguity. Although there is general consensus about the relationship between ambidexterity and firm performance, few studies have probed into the mechanism of how it is applied in the strategic management process. Considering the premise of environmental change, this research considers a multilevel perspective on the nature of organizational ambidexterity and its functioning in the whole strategic management process. Through a comparative case study of the two most famous high tech companies in China, a model is provided to reflect the functioning of organizational ambidexterity where a cognitive pattern of top management teamsplays a critical role in the ability that the organizations demonstrate. This research also contributes to the literature of entrepreneurship by extending innovation from a demand-side perspective, where the core of product/market exploration/exploitation activities could be expanded into customer value creation. Undertaking a careful analysis of the mechanism of organizational ambidexterity, this research sheds new light on the literature of strategic management that operates in a more turbulent environment.
The main limitations of this theoretical sampling process are threefold. First, we use retrospective data for analysis, while we observe a contemporary phenomenon in which the cases are still evolving. Although our exploration offers promising results, the descriptive potential of the process needs to be further validated. Second, multiple case studies are used in this research to provide more compelling evidence and produce more robust conclusions. Although the problem of reliability and validity were taken into full consideration, a deep analysis of encoding is required to generate more concrete results. This could be realized to employ more quantitative analyses in the future. Finally, this study deals with large, established companies that introduce creative ways of customer value creation in parallel to their core innovation processes. As a result, insights from their experiences may not hold for all types of companies and settings. Promising avenues for further analysis that go beyond the scope of this research (Eisenhardt, 1989) could thus include variations in the success of introducing organization ambidexterity, in the size and age of companies, and further variations in the industry setting.