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The impact of organizational context and competences on innovation ambidexterity

Author

Listed:
  • Sébastien Brion

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Caroline Danièle Mothe

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Mareva Sabatier

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

Abstract

Research into organization theory contains abundant evidence of the positive effects of ambidexterity on a firm's performance, and of the influence of organizational context on ambidexterity. The present research tests whether organizational context affects innovation ambidexterity. Our results, based on a dataset of 108 large innovative firms, show that firms combining exploration innovation and exploitation innovation should adopt long-term practices that favor risk taking and creativity, and thereby build an organizational context suited to innovation ambidexterity. Competences were found to have a strong moderating effect. These results haveimportant managerial and theoretical implications. In the case of innovation, firms that simultaneously pursue exploitation and exploration activities should carefully consider how they combine competences and organizational context.

Suggested Citation

  • Sébastien Brion & Caroline Danièle Mothe & Mareva Sabatier, 2010. "The impact of organizational context and competences on innovation ambidexterity," Post-Print hal-00936801, HAL.
    • Handle: RePEc:hal:journl:hal-00936801
    Note: View the original document on HAL open archive server: https://hal.science/hal-00936801
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    Cited by:

    1. Sara Bonesso & Fabrizio Gerli & Annachiara Scapolan, 2012. "Exploration and exploitation: Do actual behaviors match individuals' perceptions?," Working Papers 7, Department of Management, Università Ca' Foscari Venezia.
    2. Joanna Radomska & Przemysław Wołczek, 2020. "Integrative Perspective on Ambidexterity, Creativity and Networking: Literature Overview," European Research Studies Journal, European Research Studies Journal, vol. 0(3), pages 31-49.
    3. Anjar Priyono & Fazli Idris & Sarina Binti Abdul Halim Lim, 2020. "Achieving Ambidexterity in Internationalization: Analysis of How SMEs Cope with Tensions between Organizational Agility–Efficiency," JOItmC, MDPI, vol. 6(4), pages 1-19, December.
    4. Wegwu, Macaulay Enyindah, 2019. "Strategic Orientation and Organizational Ambidexterity Practices of Mobile Communication Firms in Port Harcourt," International Journal of Emerging Trends in Social Sciences, Scientific Publishing Institute, vol. 7(1), pages 1-10.
    5. Jing A. Zhang & Xiling Cui, 2017. "In Search Of The Effects Of Business And Political Ties On Innovation Ambidexterity," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(02), pages 1-27, February.
    6. Rabab H. Saleh & Christopher M. Durugbo & Soud M. Almahamid, 2023. "What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges," Review of Managerial Science, Springer, vol. 17(8), pages 3013-3056, November.

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