Session 165

Emerging Organizational Solutions for Exploration Strategies

Track E

Date: Tuesday, October 13, 2009

 

Time: 11:30 – 12:45

Paper

Room: Meeting Room 9


Session Chair:
Joan E Ricart, IESE Business School

Title: Bundling Administrative Innovation: The Morphology of Strategic Reinvention

Authors

  • Patrick Reinmoeller, Cranfield University

Abstract: The complex phenomenon of strategic reinvention has often been analyzed in an elementary fashion with focus on single tools such as TQM without consideration of the context. This paper revisits strategy as configurations of administrative practices and develops a morphological approach to analyze the interdependencies between innovative practices and trajectories of strategic reinvention. Based on a longitudinal study (1987-2007) of Toyota and Volkswagen, this paper shows strategy as evolving configurations of 192 administrative practices. Tracking these practices over time in multiple databases involved the analysis of more than 40,000 potential links in the morphological space. Revealing the realized morphology for each firm for each year and explaining differences in economic performance this paper conceptualizes strategic reinvention as dynamic and interdependent (re)bundling of administrative innovation.

Title: Business Model Innovation and Soirces of Value Creation in Low-Income Markets

Authors

  • Pablo Sanchez, Polytechnic University of Catalonia
  • Joan E Ricart, IESE Business School

Abstract: We explore seven business ventures in low-income markets in order to understand the factors influencing business model innovation in this context. Grounded in the rich data obtained from multiple case study analyses and in the received theory in strategy in low-income markets and business models, we identified a set of contingency factors that permitted us to distinguish between isolated and interactive business models. Isolated business models widen its entrance into new markets by leveraging firm’s current resources and capabilities for taking advantage of existing opportunities. Interactive business models require a firm to combine, integrate and leverage both internal resources with ecosystem’s capabilities to create new business opportunities. Finally, we discuss the main implications on value creation from these business models.

Title: Knowledge Sharing and Ambidexterity in Self-Managing Teams: A Multi-Level Analysis of Team and Individual Characteristics

Authors

  • Michiel Tempelaar, Erasmus University - Rotterdam
  • Justin Jansen, Erasmus University Rotterdam

Abstract: Many scholars have researched ambidexterity, or pursuing both exploration and exploitation. However, most have studied ambidexterity in structured, hierarchical environments, and at single levels of analysis, such as the firm level. We relate individual knowledge sharing to team-level ambidexterity, which is influenced by multilevel effects of team characteristics (shared vision, trust) and individual characteristics (task autonomy, creative problem solving). We test this model within an organization which consists of 174 members operating in 34 self-managed teams. We find that knowledge sharing has a positive influence on ambidexterity. Knowledge sharing is positively influenced by creative problem solving and task autonomy. Team level shared vision and trust however, have differential effects on the relationship between individual characteristics and knowledge sharing, suggesting a trade-off for ambidextrous organisations.

Title: Simultaneous Versus Sequential Ambidexterity: Insights From Organizational Decline

Authors

  • Achim Schmitt, École hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland

Abstract: Pursuing exploration and exploitation simultaneously requires substantially different and conflicting underlying organizational processes, structures, strategies, and cultures. While prior research has identified the ability to manage these conflicting demands as key to achieving substantially better performance, far less attention has been paid to uncovering how firms can overcome these conflicting demands. Former studies have used the concept of organizational slack as a moderator to explain the pursuit of both orientations. In this paper, we apply the context of organizational decline to analyze a firm’s sequential or simultaneous attention to exploitation and exploration. Based on quantitative data, we found evidence that although scarce organizational resources negatively affect a simultaneous pursuit’s intensity, they do not lead to a full sequential cycling between exploitation and exploration.

All Sessions in Track E...

Sun: 10:00 – 11:30
Session 256: Discipline Based Theories: What Do Theories of the Firm Say About Organizational Dynamics
Sun: 13:00 – 14:30
Session 257: Applying Theories: What Does Strategy & Organization Say About Health Care?
Sun: 15:00 – 16:30
Session 258: Integrating Theories of Problem Formation
Sun: 16:30 – 17:30
Session 309: Competitive Strategy, IG Meeting
Mon: 12:45 – 14:00
Session 159: Strategic Factor Markets: Antecedents, Consequences and Dynamics
Session 166: Competitive Strategy and the Business of Science
Mon: 15:45 – 17:00
Session 160: Emerging Strategies in Acquisition
Session 220: Contemporary Challenges to Organization Theory
Mon: 17:15 – 18:30
Session 157: Managerial Cognition and Dynamic Capabilities at the Crossroads: Current Issues and Novel Strands of Development
Session 222: Challenging Traditional Notions of Competitive Strategies and Competitive Advantage
Tue: 10:00 – 11:15
Session 161: Demand-based Approaches to Strategy: The Role of Customers and Communities
Session 163: Resources and Capabilities to Strengthen Alliance Formation and Execution
Tue: 11:30 – 12:45
Session 164: Competitive Strategy and Firm Performance
Session 165: Emerging Organizational Solutions for Exploration Strategies
Tue: 14:30 – 15:45
Session 158: Strategic Change and Dynamic Capabilities
Session 169: Unpacking Sources of Heterogeneity: Market Frictions, Firm Resources, Strategic Actions
Wed: 10:00 – 11:15
Session 216: Industry Evolution and Resource Architecture
Session 217: Designing Organizations to Sustain Performance
Wed: 11:30 – 12:45
Session 214: Managerial Capabilities and the Microfoundations of Strategy


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