悖论视角下的双元及情境型双元前因研究
|
摘要
通过系统梳理Web of Science中的相关文献,在辨析探索与利用悖论关系和双元概念的基础上,提出双元的三个内涵,分别为适应外部变动的环境、使探索与利用在高水平上共存、通过探索与利用的相对平衡与交互作用获得组织的灵活性。归纳并比较双元的实现路径,发现时序型双元和结构型双元是对立与冲突视角下对探索与利用的权衡,而情境型双元是悖论视角下对探索与利用的平衡,情境型双元是实现多层次和嵌套型双元的基础。此外,系统分析情境型双元的五个前因,分别为人力资源实践、组织文化、高管团队行为整合、智力资本和组织情境。以拓展对探索与利用悖论和双元的认知,展现情境型双元的演化路径、理论全貌和实现机理,帮助企业解决创新困境。
Through systematic literature review from Web of Science, based on the analysis of exploration and exploitation paradox relations and the ambidexterity concept, this paper puts forward three connotations of organizational ambidexterity, which are adapting to the environment of external changes, making exploration and exploitation co-exist at a high level, and achieving organizational flexibility through relative balance and interaction of exploration and exploitation. We find that the sequential ambidexterity and structural ambidexterity are the tradeoffs of exploration and exploitation in the perspective of contradiction and opposites, while the contextual ambidexterity is the balance of exploration and exploitation in the perspective of paradox, and the contextual ambidexterity is the basis of realizing the multi-level and nested ambidexterity. In addition, we systematically analyzes five antecedents of contextual ambidexterity, which are human resource practice, organizational culture, executive team behavior integration, intellectual capital and organizational context. Finally this paper expands the cognition of exploration and exploitation paradox and ambidexterity, and presents the evolution path, theoretical overview and realization mechanism of contextual ambidexterity, so as to help enterprises solve the dilemmas of innovation.
Through systematic literature review from Web of Science, based on the analysis of exploration and exploitation paradox relations and the ambidexterity concept, this paper puts forward three connotations of organizational ambidexterity, which are adapting to the environment of external changes, making exploration and exploitation co-exist at a high level, and achieving organizational flexibility through relative balance and interaction of exploration and exploitation. We find that the sequential ambidexterity and structural ambidexterity are the tradeoffs of exploration and exploitation in the perspective of contradiction and opposites, while the contextual ambidexterity is the balance of exploration and exploitation in the perspective of paradox, and the contextual ambidexterity is the basis of realizing the multi-level and nested ambidexterity. In addition, we systematically analyzes five antecedents of contextual ambidexterity, which are human resource practice, organizational culture, executive team behavior integration, intellectual capital and organizational context. Finally this paper expands the cognition of exploration and exploitation paradox and ambidexterity, and presents the evolution path, theoretical overview and realization mechanism of contextual ambidexterity, so as to help enterprises solve the dilemmas of innovation.
引文
[1]GIBSON C B,BIRKINSHAW J.The antecedents,consequences,and mediating role of organizational ambidexterity [J].Academy of Management Journal,2004,47(2):209-226.
[2]HE Z L,WONG P K.Exploration vs.exploitation:an empirical test of the ambidexterity hypothesis [J].Organization Science,2004,15(4):481-494.
[3]TUSHMAN M L,O’REILLY C A III.Ambidextrous organizations:managing evolutionary and revolutionary change [J].California Management Review,1996,38(4):8-30.
[4]MARCH J G.Exploration and exploitation in organizational learning [J].Organization Science,1991,2(1):71-87.
[5]DUNCAN R B.The ambidextrous organization:designing dual structures for innovation [M]// KILMANN R H,PONDY L R,SLEVIN D.The Management of Organization Design.New York:Elsevier North-Holland,1976:167-188.
[6]SCHAD J,LEWIS M W,RAISCH S,et al.Paradox research in management science:looking back to move forward[J].Academy of Management Annals,2016,10(1):1-60.
[7]池毛毛,赵晶,李延晖,等.合作电子商务价值创造的实证研究:情景双元理论[J].管理科学,2017,30(4):97-110.
[8]王朝晖.高绩效工作系统、双元型创新与企业绩效:关系情境的调节作用[J].科学决策,2014(9):32-53.
[9]王朝晖,冷晓君.KHRM、情境双元型创新与企业绩效关系研究[J].科学学与科学技术管理,2012,33(9):44-54.
[10]SMITH W K,LEWIS M W.Toward a theory of paradox:a dynamic equilibrium model of organizing [J].Academy of Management Review,2011,36(2):381-403.
[11]LEVINTHAL D A,MARCH J G.The myopia of learning [J].Strategic Management,1993,14(2):95-112.
[12]RIVKIN J W,SIGGELKOW N.Balancing search and stability:interdependencies among elements of organizational design [J].Management Science,2003,49(3):290-311.
[13]BENNER M J,TUSHMAN M L.Exploitation,exploration,and process management:the productivity dilemma revisited [J].Academy of Management Review,2003,28(2):238-256.
[14]LUBATKIN M H,SIMSEK Z,LING Y,et al.Ambidexterity and performance in small-to medium-sized firms:the pivotal role of top management team behavioral integration [J].Journal of Management,2006,32(5):646-672.
[15]JANSEN J J P,GEORGE G,VAN DEN BOSCH F A J,et al.Senior team attributes and organizational ambidexterity:the moderating role of transformational leadership [J].Journal of Management Studies,2008,45(5):982-1007.
[16]SMITH W K,TUSHMAN M L.Managing strategic contradictions:a top management model for managing innovation streams [J].Organization Science,2005,16(5):522-536.
[17]ATUAHENE-GIMA K.Resolving the capability-rigidity paradox in new product innovation [J].Journal of Marketing,2005,69(4):61-83.
[18]GREVE H R.Exploration and exploitation in product innovation [J].Industrial and Corporate Change,2007,16(5):945-975.
[19]王凤彬,江鸿.企业创新“悖论”及其解决之策[J].经济管理,2008,30(11):44-49.
[20]SARKEES M,HULLAND J.Innovation and efficiency:it possible to have it all [J].Business Horizons,2009,52(1):45-55.
[21]GRAETZ F,SMITH A.Organizing forms in change management:the role of structures,processes and boundaries in a longitudinal case analysis [J].Journal of Change Management,2005,5(3):311-328.
[22]CAO Q,GEDAJLOVIC E,ZHANG H.Unpacking organizational ambidexterity:dimensions,contingencies,and synergistic effects [J].Organization Science,2009,20(4):781-796.
[23]GUPTA A K,SMITH K G,SHALLEY C E.The interplay between exploration and exploitation [J].Academy of Management Journal,2006,49(4):693-706.
[24]TUSHMAN M L,O’REILLY C A III.The ambidextrous organization [J].Harvard Business Review,2004,82(4):74-81.
[25]ANDRIOPOULOS C,LEWIS M W.Exploitation-exploration tensions and organizational ambidexterity:managing paradoxes of innovation [J].Organization Science,2009,20(4):696-717.
[26]SIMSEK Z.Organizational ambidexterity:towards a multilevel understanding [J].Journal of Management Studies,2009,46(4):597-624.
[27]TURNER N,MAYLOR H,SWART J.Ambidexterity in projects:an intellectual capital perspective [J].International Journal of Project Management,2015,33(1):177-188.
[28]TURNER N,SWART J,MAYLOR H.Mechanisms for managing ambidexterity:a review and research agenda [J].International Journal of Management Reviews,2013,15(3):317-332.
[29]LEWIS M W.Exploring paradox:toward a more comprehensive guide [J].Academy of Management Review,2000,25(4):760-776.
[30]RAISCH S,BIRKINSHAW J,PROBST G,et al.Organizational ambidexterity:balancing exploitation and exploration for sustained performance [J].Organization Science,2009,20(4):685-695.
[31]KANG S,SNELL S A.Intellectual capital architectures and ambidextrous learning:a framework for human resource management [J].Journal of Management Studies,2009,46(1):65-92.
[32]JORGENSEN F,BECKER K.The role of HRM in facilitating team ambidexterity [J].Human Resource Management Journal,2017,27(2):264-280.
[33]WANG C L,RAFIQ M.Ambidextrous organizational culture,contextual ambidexterity and new product innovation:a comparative study of UK and Chinese high-tech firms [J].British Journal of Management,2014,25(1):58-76.
[34]SIMSEK Z,HEAVEY C,VEIGA J F,et al.A typology for aligning organizational ambidexterity’s conceptualizations,antecedents,and outcomes [J].Journal of Management Studies,2009,46(5):864-894.
[35]GüTTEL W H,KONLECHNER S W.Continuously hanging by a thread:managing contextually ambidextrous organizations[J].Schmalenbach Business Review,2009,10(2):150-172.
[36]CHANG Y C,YANG P Y,CHEN M H.The determinants of academic research commercial performance:towards an organizational ambidexterity perspective [J].Research Policy,2009,38(6):936-946.
[37]COLLINS C J,CLARK K D.Strategic human resource practices,top management team social networks,and firm performance:the role of human resource practices in creating organizational competitive advantage [J].Academy of Management Journal,2003,46(6):740-751.
[38]AHAMMAD M F,SANG M L,MALUL M,et al.Behavioral ambidexterity:the impact of incentive schemes on productivity,motivation,and performance of employees in commercial banks [J].Human Resource Management,2015,54(S1):s45-s62.
[39]PATEL P C,MESSERSMITH J G,LEPAK D P.Walking the tightrope:an assessment of the relationship between high-performance work systems and organizational ambidexterity [J].Academy of Management Journal,2013,56(5):1420-1442.
[40]PRIETO I M,PILAR P S M.Building ambidexterity:the role of human resource practices in the performance of firms from Spain [J].Human Resource Management,2012,51(2):189-211.
[41]LIN H E,MCDONOUGH E F III.Investigating the role of leadership and organizational culture in fostering innovation ambidexterity [J].IEEE Transactions on Engineering Management,2011,58(3):497-509.
[42]DENISON D R.What is the difference between organizational culture and organizational climate?A native’s point of view on a decade of paradigm wars [J].Academy of Management Review,1996,21(3):619-654.
[43]NEMANICH L A,VERA D.Transformational leadership and ambidexterity in the context of an acquisition [J].Leadership Quarterly,2009,20(1):19-33.
[44]ANDRIOPOULOS C,LEWIS M W.Managing innovation paradoxes:ambidexterity lessons from leading product design companies [J].Long Range Planning,2010,43(1):104-122.
[45]O’REILLY C A III,TUSHMAN M L.Organizational ambidexterity in action:how managers explore and exploit [J].California Management Review,2011,53(4):5-22.
[46]HAMBRICK D C.Top management groups:a conceptual integration and reconsideration of the “Team” label [J].Research in Organizational Behavior,1994,16:171.
[47]BIRKINSHAW J,GIBSON C.Building ambidexterity into an organization [J].Sloan Management Review,2004,45(4):47-55.
[48]RAISCH S,BIRKINSHAW J.Organizational ambidexterity:antecedents,outcomes,and moderators [J].Journal of Management,2008,34(3):375-409.
[49]HEAVEY C,SIMSEK Z,FOX B C.Managerial social networks and ambidexterity of SMEs:the moderating role of a proactive commitment to innovation [J].Human Resource Management,2015,54(S1):s201-s221.
[50]TUSHMAN M L,O’REILLY III C A.Winning through innovation [M].Brighton:Harvard Business School Press,2002.
[51]SIMSEK Z,VEIGA J F,LUBATKIN M H,et al.Modeling the multilevel determinants of top management team behavioral integration [J].Academy of Management Journal,2005,48(1):69-84.
[52]SIEGEL P A,HAMBRICK D C.Business strategy and the social psychology of top management teams [J].Advances in Strategic Management,1996,13(13):91-119.
[53]CARMELI A,HALEVI M Y.How top management team behavioral integration and behavioral complexity enable organizational ambidexterity:the moderating role of contextual ambidexterity [J].Leadership Quarterly,2009,20(2):207-218.
[54]SUBRAMANIAM M,YOUNDT M A.The influence of intellectual capital on the types of innovative capabilities [J].Academy of Management Journal,2005,48(3),450-463.
[55]RAMESH B,MOHAN K,CAO L.Ambidexterity in agile distributed development:an empirical investigation [J].Information Systems Research,2012,23(23):323-339.
[56]CHANDRASEKARAN A,LINDERMAN K,SCHROEDER R.Antecedents to ambidexterity competency in high technology organizations [J].Journal of Operations Management,2012,30(1/2):134-151.
[57]CHANG Y-Y,HUGHES M.Drivers of innovation ambidexterity in small-to medium-sized firms [J].European Management Journal,2012,30(1):1-17.
[58]KAUPPILA O P.Creating Ambidexterity by integrating and balancing structurally separate interorganizational partnerships [J].Strategic Organization,2010,8(4):283-312.
[59]JUNNI P,SARALA R M,TARBA S Y,et al.Guest editors’ introduction:the role of human resources and organizational factors in ambidexterity [J].Human Resource Management,2015,54(S1):s1-s28.
[2]HE Z L,WONG P K.Exploration vs.exploitation:an empirical test of the ambidexterity hypothesis [J].Organization Science,2004,15(4):481-494.
[3]TUSHMAN M L,O’REILLY C A III.Ambidextrous organizations:managing evolutionary and revolutionary change [J].California Management Review,1996,38(4):8-30.
[4]MARCH J G.Exploration and exploitation in organizational learning [J].Organization Science,1991,2(1):71-87.
[5]DUNCAN R B.The ambidextrous organization:designing dual structures for innovation [M]// KILMANN R H,PONDY L R,SLEVIN D.The Management of Organization Design.New York:Elsevier North-Holland,1976:167-188.
[6]SCHAD J,LEWIS M W,RAISCH S,et al.Paradox research in management science:looking back to move forward[J].Academy of Management Annals,2016,10(1):1-60.
[7]池毛毛,赵晶,李延晖,等.合作电子商务价值创造的实证研究:情景双元理论[J].管理科学,2017,30(4):97-110.
[8]王朝晖.高绩效工作系统、双元型创新与企业绩效:关系情境的调节作用[J].科学决策,2014(9):32-53.
[9]王朝晖,冷晓君.KHRM、情境双元型创新与企业绩效关系研究[J].科学学与科学技术管理,2012,33(9):44-54.
[10]SMITH W K,LEWIS M W.Toward a theory of paradox:a dynamic equilibrium model of organizing [J].Academy of Management Review,2011,36(2):381-403.
[11]LEVINTHAL D A,MARCH J G.The myopia of learning [J].Strategic Management,1993,14(2):95-112.
[12]RIVKIN J W,SIGGELKOW N.Balancing search and stability:interdependencies among elements of organizational design [J].Management Science,2003,49(3):290-311.
[13]BENNER M J,TUSHMAN M L.Exploitation,exploration,and process management:the productivity dilemma revisited [J].Academy of Management Review,2003,28(2):238-256.
[14]LUBATKIN M H,SIMSEK Z,LING Y,et al.Ambidexterity and performance in small-to medium-sized firms:the pivotal role of top management team behavioral integration [J].Journal of Management,2006,32(5):646-672.
[15]JANSEN J J P,GEORGE G,VAN DEN BOSCH F A J,et al.Senior team attributes and organizational ambidexterity:the moderating role of transformational leadership [J].Journal of Management Studies,2008,45(5):982-1007.
[16]SMITH W K,TUSHMAN M L.Managing strategic contradictions:a top management model for managing innovation streams [J].Organization Science,2005,16(5):522-536.
[17]ATUAHENE-GIMA K.Resolving the capability-rigidity paradox in new product innovation [J].Journal of Marketing,2005,69(4):61-83.
[18]GREVE H R.Exploration and exploitation in product innovation [J].Industrial and Corporate Change,2007,16(5):945-975.
[19]王凤彬,江鸿.企业创新“悖论”及其解决之策[J].经济管理,2008,30(11):44-49.
[20]SARKEES M,HULLAND J.Innovation and efficiency:it possible to have it all [J].Business Horizons,2009,52(1):45-55.
[21]GRAETZ F,SMITH A.Organizing forms in change management:the role of structures,processes and boundaries in a longitudinal case analysis [J].Journal of Change Management,2005,5(3):311-328.
[22]CAO Q,GEDAJLOVIC E,ZHANG H.Unpacking organizational ambidexterity:dimensions,contingencies,and synergistic effects [J].Organization Science,2009,20(4):781-796.
[23]GUPTA A K,SMITH K G,SHALLEY C E.The interplay between exploration and exploitation [J].Academy of Management Journal,2006,49(4):693-706.
[24]TUSHMAN M L,O’REILLY C A III.The ambidextrous organization [J].Harvard Business Review,2004,82(4):74-81.
[25]ANDRIOPOULOS C,LEWIS M W.Exploitation-exploration tensions and organizational ambidexterity:managing paradoxes of innovation [J].Organization Science,2009,20(4):696-717.
[26]SIMSEK Z.Organizational ambidexterity:towards a multilevel understanding [J].Journal of Management Studies,2009,46(4):597-624.
[27]TURNER N,MAYLOR H,SWART J.Ambidexterity in projects:an intellectual capital perspective [J].International Journal of Project Management,2015,33(1):177-188.
[28]TURNER N,SWART J,MAYLOR H.Mechanisms for managing ambidexterity:a review and research agenda [J].International Journal of Management Reviews,2013,15(3):317-332.
[29]LEWIS M W.Exploring paradox:toward a more comprehensive guide [J].Academy of Management Review,2000,25(4):760-776.
[30]RAISCH S,BIRKINSHAW J,PROBST G,et al.Organizational ambidexterity:balancing exploitation and exploration for sustained performance [J].Organization Science,2009,20(4):685-695.
[31]KANG S,SNELL S A.Intellectual capital architectures and ambidextrous learning:a framework for human resource management [J].Journal of Management Studies,2009,46(1):65-92.
[32]JORGENSEN F,BECKER K.The role of HRM in facilitating team ambidexterity [J].Human Resource Management Journal,2017,27(2):264-280.
[33]WANG C L,RAFIQ M.Ambidextrous organizational culture,contextual ambidexterity and new product innovation:a comparative study of UK and Chinese high-tech firms [J].British Journal of Management,2014,25(1):58-76.
[34]SIMSEK Z,HEAVEY C,VEIGA J F,et al.A typology for aligning organizational ambidexterity’s conceptualizations,antecedents,and outcomes [J].Journal of Management Studies,2009,46(5):864-894.
[35]GüTTEL W H,KONLECHNER S W.Continuously hanging by a thread:managing contextually ambidextrous organizations[J].Schmalenbach Business Review,2009,10(2):150-172.
[36]CHANG Y C,YANG P Y,CHEN M H.The determinants of academic research commercial performance:towards an organizational ambidexterity perspective [J].Research Policy,2009,38(6):936-946.
[37]COLLINS C J,CLARK K D.Strategic human resource practices,top management team social networks,and firm performance:the role of human resource practices in creating organizational competitive advantage [J].Academy of Management Journal,2003,46(6):740-751.
[38]AHAMMAD M F,SANG M L,MALUL M,et al.Behavioral ambidexterity:the impact of incentive schemes on productivity,motivation,and performance of employees in commercial banks [J].Human Resource Management,2015,54(S1):s45-s62.
[39]PATEL P C,MESSERSMITH J G,LEPAK D P.Walking the tightrope:an assessment of the relationship between high-performance work systems and organizational ambidexterity [J].Academy of Management Journal,2013,56(5):1420-1442.
[40]PRIETO I M,PILAR P S M.Building ambidexterity:the role of human resource practices in the performance of firms from Spain [J].Human Resource Management,2012,51(2):189-211.
[41]LIN H E,MCDONOUGH E F III.Investigating the role of leadership and organizational culture in fostering innovation ambidexterity [J].IEEE Transactions on Engineering Management,2011,58(3):497-509.
[42]DENISON D R.What is the difference between organizational culture and organizational climate?A native’s point of view on a decade of paradigm wars [J].Academy of Management Review,1996,21(3):619-654.
[43]NEMANICH L A,VERA D.Transformational leadership and ambidexterity in the context of an acquisition [J].Leadership Quarterly,2009,20(1):19-33.
[44]ANDRIOPOULOS C,LEWIS M W.Managing innovation paradoxes:ambidexterity lessons from leading product design companies [J].Long Range Planning,2010,43(1):104-122.
[45]O’REILLY C A III,TUSHMAN M L.Organizational ambidexterity in action:how managers explore and exploit [J].California Management Review,2011,53(4):5-22.
[46]HAMBRICK D C.Top management groups:a conceptual integration and reconsideration of the “Team” label [J].Research in Organizational Behavior,1994,16:171.
[47]BIRKINSHAW J,GIBSON C.Building ambidexterity into an organization [J].Sloan Management Review,2004,45(4):47-55.
[48]RAISCH S,BIRKINSHAW J.Organizational ambidexterity:antecedents,outcomes,and moderators [J].Journal of Management,2008,34(3):375-409.
[49]HEAVEY C,SIMSEK Z,FOX B C.Managerial social networks and ambidexterity of SMEs:the moderating role of a proactive commitment to innovation [J].Human Resource Management,2015,54(S1):s201-s221.
[50]TUSHMAN M L,O’REILLY III C A.Winning through innovation [M].Brighton:Harvard Business School Press,2002.
[51]SIMSEK Z,VEIGA J F,LUBATKIN M H,et al.Modeling the multilevel determinants of top management team behavioral integration [J].Academy of Management Journal,2005,48(1):69-84.
[52]SIEGEL P A,HAMBRICK D C.Business strategy and the social psychology of top management teams [J].Advances in Strategic Management,1996,13(13):91-119.
[53]CARMELI A,HALEVI M Y.How top management team behavioral integration and behavioral complexity enable organizational ambidexterity:the moderating role of contextual ambidexterity [J].Leadership Quarterly,2009,20(2):207-218.
[54]SUBRAMANIAM M,YOUNDT M A.The influence of intellectual capital on the types of innovative capabilities [J].Academy of Management Journal,2005,48(3),450-463.
[55]RAMESH B,MOHAN K,CAO L.Ambidexterity in agile distributed development:an empirical investigation [J].Information Systems Research,2012,23(23):323-339.
[56]CHANDRASEKARAN A,LINDERMAN K,SCHROEDER R.Antecedents to ambidexterity competency in high technology organizations [J].Journal of Operations Management,2012,30(1/2):134-151.
[57]CHANG Y-Y,HUGHES M.Drivers of innovation ambidexterity in small-to medium-sized firms [J].European Management Journal,2012,30(1):1-17.
[58]KAUPPILA O P.Creating Ambidexterity by integrating and balancing structurally separate interorganizational partnerships [J].Strategic Organization,2010,8(4):283-312.
[59]JUNNI P,SARALA R M,TARBA S Y,et al.Guest editors’ introduction:the role of human resources and organizational factors in ambidexterity [J].Human Resource Management,2015,54(S1):s1-s28.