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Organisational ambidexterity in practice: a study of managerial work in manufacturing SMEs
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.ORCID iD: 0000-0002-4394-4939
2020 (English)Licentiate thesis, comprehensive summary (Other academic)
Place, publisher, year, edition, pages
Jönköping: Jönköping University, School of Engineering , 2020. , p. 57
Series
JTH Dissertation Series ; 051
Keywords [en]
Organisational ambidexterity, Manufacturing SMEs, Managerial work
Keywords [sv]
Organisatorisk ambidexteritet, Tillverkande små till medelstora företag, Ledningsarbete
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:hj:diva-47360ISBN: 978-91-87289-54-5 (print)OAI: oai:DiVA.org:hj-47360DiVA, id: diva2:1385130
Presentation
2020-01-23, E1405, Tekniska Högskolan, Jönköping University, Jönköping, 13:00 (Swedish)
Opponent
Supervisors
Funder
Knowledge FoundationAvailable from: 2020-01-13 Created: 2020-01-13 Last updated: 2020-01-13Bibliographically approved
List of papers
1. A framework for task-based ambidexterity in manufacturing SMEs
Open this publication in new window or tab >>A framework for task-based ambidexterity in manufacturing SMEs
2018 (English)In: Advances in Production Management Systems. Production Management for Data-Driven, Intelligent, Collaborative, and Sustainable Manufacturing. APMS 2018. / [ed] Moon I., Lee G., Park J., Kiritsis D., von Cieminski G., Cham: Springer, 2018, Vol. 535, p. 518-525Conference paper, Published paper (Refereed)
Abstract [en]

To be competitive, it is important for companies to create a breeding ground for innovation without jeopardizing productivity. The challenge posed by industrial companies and the innovation research community is how to promote innovation while achieving efficient execution. The ability to balance execution and innovation is referred to as organizational ambidexterity (OA), which includes several dimensions, concepts and approaches where a central task can be identified. The purpose of this paper is to investigate what consequences result from different dimensions of a task in relation to the types of its actions, and their effects on OA. The focus of the task is firstly investigated, followed by the development of nine scenarios via combining the designers’ and the performers’ perspectives of the task. A brief analysis of the scenarios indicates that there is no single optimal scenario; rather, the scenarios represent different states that are appropriate for certain conditions, and dynamic adaptation should be encouraged in relation to the changing conditions. This type of dynamics is particularly expected to prevail in small and medium-sized enterprises (SME) because the roles that are responsible for tasks in these organizations are less specialized. Therefore, SMEs must define tasks that include both explorative and exploitative parts, either simultaneously or sequentially, to stimulate employees to work ambidextrously and thereby develop the concept of task-based ambidexterity.

Place, publisher, year, edition, pages
Cham: Springer, 2018
Series
IFIP Advances in Information and Communication Technology, ISSN 1868-4238, E-ISSN 1868-422X ; 535
Keywords
Organizational ambidexterity Task-based SME
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-41344 (URN)10.1007/978-3-319-99704-9_63 (DOI)2-s2.0-85053265783 (Scopus ID)978-3-319-99703-2 (ISBN)978-3-319-99704-9 (ISBN)
Conference
IFIP WG 5.7 International Conference, APMS 2018, Seoul, Korea, August 26-30, 2018
Available from: 2018-09-04 Created: 2018-09-04 Last updated: 2020-01-13Bibliographically approved
2. Contextualising ambidexterity in small and medium-sized manufacturing enterprises
Open this publication in new window or tab >>Contextualising ambidexterity in small and medium-sized manufacturing enterprises
2018 (English)Conference paper, Published paper (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-41341 (URN)
Conference
25th International Annual EurOMA Conference, June 24-26th, 2018 Budapest, Hungary
Available from: 2018-09-04 Created: 2018-09-04 Last updated: 2020-01-13Bibliographically approved
3. Embracing the unplanned: Organizational ambidexterity within manufacturing SMEs
Open this publication in new window or tab >>Embracing the unplanned: Organizational ambidexterity within manufacturing SMEs
Show others...
2019 (English)In: Academy of Management Proceedings, Academy of Management , 2019, article id 14906Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Organizational Ambidexterity (OA)–the ability to simultaneously pursue exploration and exploitation–is increasingly being advocated as a way to gain competitive advantage. Most of the work on OA has focused on large, multi-divisional organizations, resulting in frameworks and prescriptions that have little utility for small to medium-sized enterprises (SMEs). With this in mind, we report on the first year of an exploratory, quasi-experimental study of ambidexterity within six small-to-medium manufacturing enterprises in Sweden. The research is characterized by an emic, ‘invented here’ approach, where companies closely examine their current exploration and exploitation practices, use their findings to formulate more advanced OA approaches uniquely suited to their values and circumstances, and iteratively apply and refine these over a four year period. It appears that the construct of ‘unplanned’ and associated sub-constructs such as ‘disturbance, crashes, and interruption’ could be an important key to framing and improving OA within these SMEs and perhaps more generally.

Place, publisher, year, edition, pages
Academy of Management, 2019
Series
Academy of Management Proceedings, ISSN 0065-0668, E-ISSN 2151-6561 ; 1
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45623 (URN)10.5465/AMBPP.2019.14906abstract (DOI)
Conference
79th Annual Meeting of the Academy of Management (AOM) 2019, August 9-13, Boston, Massachusetts, USA
Available from: 2019-08-20 Created: 2019-08-20 Last updated: 2020-01-13Bibliographically approved

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