A Multi‐Level Model for Organizational Ambidexterity in the Search Phase of the Innovation Process

Innovation is one of the most critical means in supporting and improving the competitive position of the firm, in particular, and a firm's survival and growth depend greatly on its ability to balance the exploitation of existing knowledge with the exploration of new possibilities, by building ambidexterity capability. While different alternatives to realize the simultaneous reconciliation of exploration and exploitation at an operational level have been proposed, how organizations build ambidexterity capability is not fully understood. The aim of this paper is thus to explore how exploration and exploitation balancing can be achieved in practice. We decided to focus on the early phase of the process where firms search for new ideas with which to renew themselves. To this end, we analysed the search phase of a highly innovative technology‐based company by investigating structural design choices combined with the presence of specific roles and searching practices. The results show how the exploration and exploitation balancing act can actually be achieved and maintained through a multi‐level approach that integrates both the operational and the strategic levels. Our findings thus contribute to the organizational ambidexterity literature, by proposing a first interpretative model for dealing with ambidexterity in the search phase of the innovation process.     

Managing organizational identity in the e-commerce industry: An ambidexterity perspective

In the e-commerce industry, organizations should maintain an enduring and stable organizational identity to gain long-term success while also adapting quickly to the increasingly volatile environment in order to ensure profitability and survival. These ongoing paradoxical challenges concerning the management of organizational identity have been left unaddressed in existing literature. Drawing upon the literature related to organizational ambidexterity and organizational identity, this paper proposes two theoretical frameworks for systematically examining the ways in which organizations, especially those in the e-commerce industry, should manage their organizational identities by leveraging four balancing forms of organizational ambidexterity. Based on these two models, we comprehensively analyzed the case of D.com, which is China's most successful online ticket vendor. Our study not only contributes to the field of knowledge surrounding organizational identity and ambidexterity but also provides a detailed means for practitioners to manage organizational identities at both the strategic and operational levels within the e-commerce industry.     

Agility in responding to disruptive digital innovation: Case study of an SME

Disruptive digital innovation (DDI) often creates hypercompetitive market environment that forces firms to be agile to survive and remain competitive. Whereas most studies have focused on larger firms' effort to be agile, few have looked at how small‐ and medium‐sized enterprises (SMEs) respond to DDI. The study attempts to answer the research question of how SMEs achieve agility to respond to DDI. Drawing on a case study of an innovative SME, our study develops a framework on agility based on the processes of mitigating organizational rigidity, developing innovative capabilities, and balancing the tension of organizational ambidexterity. Specifically, our findings show that for SMEs, mitigating organizational rigidity is enabled by the mechanism of achieving boundary openness while developing innovative capability is enabled by the mechanism of achieving organizational adaptability. At the same time, given the inherent challenges of resource constraints, SMEs also need to balance the tension of organizational ambidexterity.     

Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity

Incumbent companies are launching digital transformation initiatives (DTIs) to cope with technological changes, challenging competitive environments, increasing customer demands, and other digitalization challenges. The DTI spectrum is broad and covers structural and contextual changes. Companies often launch multiple. concurrent DTIs, resulting in considerable organizational complexity. However, there has been very little research into the successful management of the interplay between DTIs. Drawing on five management aspects (strategic alignment, governance, methods/IT, people, and culture) and insights from three case companies, we elucidate DTIs’ interplay, illustrating that beneficial DTI interplay management leads to a complementary duality instead of a competing dualism in organizational ambidexterity. We explicate that multiple concurrent DTIs can foster structural and contextual ambidexterity, which leads to hybrid ambidexterity, concluding that contextual ambidexterity coheres and balances exploration and exploitation efforts. Thereby, we contribute to a better understanding of DTIs, their interplay management, and their roles to foster hybrid ambidexterity.

     

Double ambidexterity: How a Telco incumbent used business‐model and technology innovations to successfully respond to three major disruptions

We leverage the business model innovation and ambidexterity literature to investigate a contradictory case, the Swedish‐Finnish Telecom operator TeliaSonera. Despite being challenged by three major disruptions, the company not only still exists but also enjoys remarkably good financial performance. Building on extant archival data and interviews, we carefully identify and map 26 organizational responses during 1992–2016. We find that the firm has overcome three critical phases by experimenting and pioneering with portfolios of business models and/or technological innovations. We describe this behaviour as double ambidexterity. We use an in‐depth case study to conceptualize double ambidexterity and discuss its impact on the business's survival and enduring success.     

Productive Interrelationships between Collaborative Groups Ease the Challenges of Dynamic and Multi-Teaming

Work organization and team membership is highly complex for modern workers. Teams are often dynamic as personnel change during a project. Dynamic team members have to be actively recruited and personnel changes make it harder for participants to retain group focus. Workers are often members of multiple groups. Though prior work has identified the prevalence of multi-teaming and dynamic teams, it has been unable to explain how workers cope with the challenges the new style of work should cause. This paper systematically characterizes the modern organizational landscape from an individual perspective, by studying how people typically organize work across their multiple collaborative groups. A unique contribution of our work is to examine the interrelationships between the collaborative groups individuals typically participate in. We introduce the notion of a collaboration profile to characterize these interrelations. We expected workers to be overburdened by contributing to multiple teams often with shifting personnel. However, we found that multi-teaming involves productive interrelationships between collaborative groups that ease some of the documented challenges of dynamic teams, such as goal setting, recruiting, and group maintenance. We define a typology that describes the various types of collaborative groups workers participate in, and provide examples of productive interrelations between collaborations. In characterizing interrelations between collaborations, we provide detailed examples of how people exploit resources across their different collaborations to address the problems of working in multiple dynamic teams.     

Making infrastructure visible for nomadic work

In this study we revisit Weiser’s (1991) [5] vision of seamlessly integrated computing. We focus on nomadic workers who rely extensively on mobile technologies to conduct work. Using Star and Ruhleder’s (1996) [10] properties of infrastructure, we discuss how nonroutine users of infrastructure face particular challenges. We conducted an ethnographic investigation of nomadic workers in a large distributed organization. We examined strategies that they use to assemble their mobile office, to seek resources, and to synchronize with others across time zones. We discuss how their strategies are challenged by their lack of local knowledge of infrastructure. Our results suggest that until the field of pervasive computing can attain Weiser’s vision, the very users of ubiquitous computing need infrastructure to be visible. We discuss the implications for a design to support nomadic work.     

Officing: Mediating Time and the Professional Self in the Support of Nomadic Work

Today’s mobile knowledge professionals use a diversity of digital technologies to perform their work. Much of this daily technology consumption involves a variety of activities of articulation, negotiation and repair to support their work as well as their nomadic practices. This article argues that these activities mediate and structure social relations, going beyond the usual attention given to this work as a support requirement of cooperative and mobile work. Drawing on cultural approaches to technology consumption, the article introduces the concept of ‘officing’ and its three main categories of connecting, configuring and synchronizing, to show how these activities shape and are shaped by the relationship that workers have with their time and sense of professional self. This argument is made through research of professionals at a municipal council in Sydney and at a global telecommunications firm with regional headquarters in Melbourne, trialling a smartphone prototype. This research found that while officing fuels a sense of persistent time pressure and collapse of work and life boundaries, it also supports new temporal and spatial senses and opportunities for maintaining professional identities.     

Ties with government,strategic capability,and organizational ambidexterity: evidence from China’s information communication technology industry

Organizations that are capable of pursuing exploration and exploitative innovation strategies simultaneously have demonstrated superior performance. For information and communication technology (ICT) firms, it is especially critical to achieve such organizational ambidexterity in order to both allocate limited resources and pursue different innovation strategies appropriately. As the ICT industry in China faces higher environmental uncertainty, a less developed institutional framework, and increased power of market competition, we explore the antecedents of ambidexterity conjointly, considering the effects of institutions and organizational capabilities. Building on ambidexterity literature, we develop a capability-building framework to explore firms’ strategic choice-making between exploratory innovation strategy versus exploitation innovation strategy, and their orientation to pursuit one, or both. With survey data from China’s ICT industry, we find that ties with government promote an ambidextrous focus on both types of innovation strategies. In addition, we find that strategic capability partially mediates the main effects of ties with government on both exploratory and exploitative innovation strategies. Implications for organizational ambidexterity in China’s ICT industry are discussed.     

Flamingos on a slackline: Companies' challenges of balancing the competing demands of handling customer information and privacy

Providers of online services are under increasing pressure to leverage the value inherent in customer data to remain competitive. At the same time, however, Internet users' privacy has become more and more subject to public debate, and companies must protect this privacy if they want to attract and retain customers. It seems that companies struggle to satisfy these competing demands, and neglecting either could have detrimental effects on their success. Different streams of research underline the importance of either privacy protection or the collection and use of customer information. But they remain largely silent about the resulting challenges that companies face. In this study, we address this gap by exploring how companies perceive and handle the tensions between their organizational information needs that necessitate some degree of privacy intrusion and their need to attract and retain customers, which requires privacy protection. We develop a grounded theory that explains how companies balance these opposing demands from an organizational perspective. More specifically, we identify four challenging tensions that define the conditions under which companies must operate. We find that companies try to achieve and maintain a state of balance in the presence of these tensions, and we discover three categories of tactics that help companies in their balancing acts. Our research contributes to a provider‐centric perspective on information privacy and uncovers the management of customer information and privacy as a new but important context in which organizational ambidexterity is required. We offer a detailed perspective on the specific challenges that companies face with respect to customer information and privacy, and our results can guide managers who have to deal with these challenges.     

The influence of ethnicity on organizational commitment and merit pay of IT workers: the role of leader support

Projections of looming shortages in the supply of skilled IT workers, along with high employee replacement costs, make employee attraction, retention and support a pressing concern for organizations. One potential remedy for these shortages is to focus more attention on historically underrepresented groups. We explore ways organizations can support ethnic minority IT professionals to enhance their career success. Integrating affective, cognitive and social perspectives through affective events theory and social exchange theory, our objective is to explore the implications of ethnic minority status for the relationship between leader support (i.e., mentoring and leader–member exchange (LMX)) and subjective and objective indicators of career success (i.e., organizational commitment and merit pay) among IT workers. To test the model, we conducted a field study of 289 IT workers in a Fortune 500 company. Our results showed that LMX influenced organizational commitment for ethnic minorities, while career mentoring and LMX influenced organizational commitment for majorities. Psychosocial mentoring influenced merit pay for ethnic minorities, while neither LMX nor mentoring influenced merit pay for majorities. Our study contributes to the literature on IT personnel issues by exploring how and why these leader support mechanisms enhance organizational commitment and merit pay for IT workers. Moreover, we demonstrate that ethnicity is an important consideration for researchers studying organizational commitment, merit pay, mentoring and LMX. Our findings suggest that managers can boost organizational commitment among IT workers by focusing on LMX and career mentoring. Moreover, they may want to place particular emphasis on psychosocial mentoring and interventions to enhance LMX for their ethnic minority IT workers.     

Family and work-related consequences of addiction to organizational pervasive technologies

While organizational pervasive technologies, such as mobile computing, can contribute to increased productivity, their nature can also result in technology addiction. We applied the behavior–environment interface of social cognitive theory to explain several negative familial and organizational consequences of addiction to work-related pervasive technologies. Our empirical study of 241 organizational mobile email users revealed that their levels of addiction to mobile email increased their perceived work overload and technology–family conflict. Perceived work overload, in turn, reduced their organizational commitment. Furthermore, elevated levels of perceived work overload together with augmented technology–family conflict fostered work–family conflict. Implications for research and practice are suggested.     

Intrinsic motivation as a mediator of the relationship between organizational support and quantitative workload and work‐related fatigue

The aim of this study is to explore how organizational support and quantitative workload influence work‐related fatigue. We collected 688 questionnaires from product line workers in 6 Chinese iron and steel factories. Confirmatory factor analysis and bootstrapping were used in the data analysis, and structural equation modeling was adopted to test the hypothetical model. The results showed that intrinsic motivation fully mediates the relationship between organizational support and work‐related fatigue, while partly mediating the relationship between quantitative workload and work‐related fatigue. The results of this study indicate the potential benefit of improving motivation to alleviate work‐related fatigue. Finally, this study puts forward suggestions for future studies.     

The application of an empowerment model

In this study we applied an empowerment model that focuses on (a) the need for empowerment in light of organizational strategy, (b) job design issues such as job enlargement and job enrichment that facilitate empowerment, and (c) the abilities, and (d) the attitudes of workers that make empowerment work. We applied the model in the manufacturing department of a firm that produces catheters for medical use and interviewed managers and supporting staff and surveyed 231 operators. The leading performance indicators in this firm are efficiency and quality. The reassignment of 12 out of 33 tasks was believed to contribute to these organizational objectives. For most workers, their abilities and their attitudes toward empowerment proved to be no major barrier to the reallocation of these tasks. However, for temporary workers, mainly working in a “short shift,” the leeway to learn skills is limited, which probably impedes empowerment. The study shows that our model helps to diagnose the need for empowerment, to design work structures that facilitate empowerment, and to select appropriate human resource management practices. Further validation in other organizational settings is desirable. © 2001 John Wiley & Sons, Inc.     

On the classification of telework

Information and communication technology (ICT) provides organizations with a whole range of new possibilities for performing work and structuring the organization. The technical, and to a certain extent the organizational development, has been rapid and there has not been the time for any consensus on concepts to evolve. This article is concentrated to a limited part of the area of organizations and ICT, telework and concepts related to telework. It is argued that many of these concepts—notably telework—have been used by so many authors in so many different ways that they have lost their specifity. They are defined in so many ways in different studies that they in each instance need to be further defined to clarify exactly what is being studied. The aim of the article is therefore not to propose new definitions but to show instead how it is possible to discriminate among telework situations by using dimensions, along which new ways of doing work can be further specified. We distinguish among forms of organizations such as telecommuting, multiflex, mobile work, satellite office, and virtual organization. We also discuss concepts regarding work places, such as neighbourhood work centres, resort offices, satellite work centres and mobile workplaces. We discriminate between the telework situations by discussing dimensions for forms of organization and workplaces, respectively.     

Mobile Technology and Action Teams: Assessing BlackBerry Use in Law Enforcement Units

This research explores the effectiveness of mobile wireless information and communication technologies (ICTs) for law enforcement teams. Law enforcement teams require real-time information access and rapid communication to diagnose potential threats, analyze problems, and coordinate actions. To meet these needs, two U.S. law enforcement organizations implemented pilot trials of RIM BlackBerries for approximately 650 squad members. These trials provided an opportunity to assess acceptance, use, and perceived performance benefits of the technology as well as factors influencing these outcomes. Data were collected from semi-structured interviews, user surveys, and system logs. Although the work teams and tasks were similar in the two organizations, the outcomes, while generally positive, differed markedly, with much greater acceptance and use in one organization versus the other. Results show how technical factors, functionality, and implementation processes account for these differences and illustrate how mobile wireless ICT can meet the unique needs for information access and communication in investigative action teams. We expect that these findings will generalize beyond action teams as more mobile workers in a variety of domains adopt wireless handheld technologies.     

Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects

Managing information systems (IS) projects requires what we refer to as ‘control ambidexterity’, which is the use of different types of control to meet conflicting demands. This leads to the use of contrasting styles of IS project management and creates tensions in managerial practice, neither of which are well understood. We address this theoretical gap in our understanding based on an exploratory case study of an IS implementation project in the financial services industry. Adopting the lens of management styles as a meta-theoretical perspective, we sought to address two research questions: (1) Which management style(s) do IS project managers draw upon in practice and why? (2) What kinds of tensions result for IS project managers and team members from drawing upon contrasting management styles in combination – and how do IS project managers and team members deal with these tensions? Two contrasting styles of management emerged from our data – bureaucratic and collaborative – that are drawn upon by IS project managers to achieve control ambidexterity. Furthermore, drawing upon these two different styles in combination within the confines of a single project creates tensions. We explore these tensions and present an illustrative example of how IS project managers can deal with these tensions successfully in practice. Specifically, we find that they can be dealt with effectively by a tandem of two project managers who share responsibility for managing the IS project. The findings of this study have important implications for our understanding of control ambidexterity in IS projects.     

Collaborative learning in mobile work

Abstract  Moving towards more communication intensive organisations, where work tends to be mobile, understanding how to support learning in such work becomes increasingly important. This paper reports on a study of a customer relations team, where work is performed co-located, distributed as well as mobile. Collaborative learning within in this team is explored so as to inform the design of IT support. In the results four instances of collaborative learning important in the studied team were identified: walking into collaborative learning, travelling to meetings, articulating practice and sharing without articulating. These issues are discussed and how they affect the design of collaborative learning activities for mobile knowledge workers.     

The adoption of mobile healthcare by hospital's professionals: An integrative perspective

The adoption rate of mobile healthcare is relatively low in the hospital. In practice, a study of how healthcare professionals adopt mobile services to support their work is imperative. An integration of TAM and TPB, concerning both technological and organizational aspects, is important for understanding the adoption of mobile healthcare. However, mobile healthcare is a wireless device which is often used in a voluntary motive. Service provisions for pervasive and timely usage and individual psychological states are critical in determining its use. Accordingly, perceived service availability (PSA) and personal innovativeness in IT (PIIT) may be the important drivers to be included in TAM and TPB. This study thus proposed such a research framework from a broader and integrative perspective. The empirical examination showed high predictive power for adoption intention and the influential role of these important variables.     

Understanding employee competence,operational IS alignment,and organizational agility – An ambidexterity perspective

Views on whether business-information systems (IS) alignment enhances or impedes organizational agility vary. The present study addresses this paradox by examining business-IS alignment at the strategy implementation stage, that is, the operational level. We conceptualize operational-level IS alignment (hereafter OISA) as an ambidextrous capability consisting of both structural and social alignments and examine its effect on organizational agility. Furthermore, we study the role of shared competence between business and IS departments in achieving OISA ambidexterity. Survey data of 119 departmental managers empirically support our research model. We summarize the implications and suggestions for future research.