Organizational Ambidexterity : Implications for the Strategy-Performance Linkage - neues Buch

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EAN: 9783834968593

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3-8349-6859-5, 978-3-8349-6859-3
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Autor der CD: henning, blarr, hürlimann

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Autor/in: W. Henning Blarr
Titel: Organizational Ambidexterity - Implications for the Strategy-Performance Linkage
Verlag: Gabler Verlag; Betriebswirtschaftlicher Verlag Gabler
223 Seiten
Erscheinungsjahr: 2012-05-27
Wiesbaden; DE
Sprache: Englisch
53,49 € (DE)
55,00 € (AT)
59,00 CHF (CH)
Available
XV, 223 p. 45 illus.

EA; E107; eBook; Nonbooks, PBS / Wirtschaft/Management; Betriebswirtschaft und Management; Verstehen; nn; C; Business and Management; Business and Management; BC

Fit between Strategy and Structure.- Miles and Snow Strategic Typology.- Exploration Versus Exploitation.- Cyclical, Reciprocal, Harmonic and Partitional Ambidexterity.- Empirical Study in Germany

Dr. W. Henning Blarr wrote his dissertation under Prof. Dr. Torsten Wulf’s supervision at the Chair of Strategic Management and Organization at HHL – Leipzig Graduate School of Management.

Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance.

Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance.