Results 151 to 160 of about 6,409 (278)
The Joint Influence of Strategic Planning and Ambidextrous Culture on Organizational Ambidexterity
, 2016 Prior studies on the influence of strategic planning on innovation activities have led to ambiguity as to whether it helps or hinders innovative activities.
Garaus, Christian +3 more
core +1 more source
AMBIDEKSTERITAS ORGANISASIONAL: ISU RISET DAN ANTESEDEN
Benefit Jurnal Manajemen dan Bisnis, 2016 There are two main issues in organizational ambidexterity. Firstly, structure-based organizational ambidexterity argued that the tension between exploration and exploitation can reconcile by creating the separated organizational structure for different ...
Vitradesie Noekent
doaj
Power advantage and unit ambidexterity: A tripartite mediation framework
European Management Review, EarlyView.Abstract While research on unit‐level ambidexterity is burgeoning, the role of a unit's power advantage has been largely overlooked. Yet, organizational units are interdependent, and gaining an advantageous position across a network of multiple power relationships with other units enables them to create a context favorable to pursuing both exploration ...
Konstantinos C. Kostopoulos +3 more
wiley +1 more source
Paving the way for incumbents' digital transformation. A review and research agenda
European Management Review, EarlyView.Abstract Digital transformation is reshaping the competitive landscape by forcing incumbent firms to rethink their strategies, organizational structures, and business models. While a substantial body of literature has explored digital transformation in specific sectors, focusing on various factors and organizational mechanisms, there remains a lack of ...
Anna Bastone +3 more
wiley +1 more source
, 2022 Artificial intelligence (AI) is gaining momentum to have a transformational impact. However, there is limited knowledge on how to embed AI in organizations and adapt to unforeseen circumstances. This work argues that strategic flexibility, driven by AI’s routine and innovative use, AI ambidexterity, will enhance operational ambidexterity, the ...
openaire +2 more sources
European Management Review, EarlyView.Abstract Firm innovation and corporate social responsibility (CSR) are key strategic considerations that shape a firm's competitiveness and sustainability. However, studies exploring the relationship between the two are heterogeneous and sometimes obtain contradictory results, making it difficult to draw clear conclusions.
Daniel Alonso‐Martínez +2 more
wiley +1 more source
PLATFORM-ENABLED AMBIDEXTERITY
, 2013 Firms bogged down with organizational inertia are unable to gain the competitive advantage other firms can achieve through organizational ambidexterity.
Clements, Jeffrey A
core
Manager‐initiated unlearning: A study of intellectual property departments in Japanese firms
European Management Review, EarlyView.Abstract Previous studies have emphasized that individuals play important roles in facilitating organizational unlearning; however, little is known about how leadership promotes organizational unlearning. From the perspective of routine dynamics, this study explores the effects of managers' behaviors on unlearning at the department level.
Makoto Matsuo
wiley +1 more source
Dual‐aim purpose strategies and organizational design solutions
European Management Review, EarlyView.Abstract This paper advances theory on the strategic dimensions of corporate purpose by exploring how organizations design for a dual‐aim purpose—pursuing both financial and pro‐social objectives that are inherently in tension. While earlier research highlights purpose as a unifying force that motivates action and guides strategic decision‐making, we ...
Johanna E. Pregmark +2 more
wiley +1 more source
International Journal of Management Reviews, EarlyView.Abstract Organizations are increasingly urged to adopt circular economy principles for their business strategies, yet ‘going circular’ is challenging. The circular business model (CBM) transition—shifting from linear to CBMs—is complex, and our initial analysis of the literature indicated that organizations do not know how to implement circular ...
Farshad Hajiakbari +3 more
wiley +1 more source