Disentangling the antecedents of ambidexterity: Exploration and exploitation

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dc.contributor.authorKoryak, Oksana
dc.contributor.authorLockett, Andy
dc.contributor.authorHayton, James
dc.contributor.authorNicolaou, Nicos
dc.contributor.authorMole, Kevin
dc.date.accessioned2018-01-05T15:32:02Z
dc.date.available2018-01-05T15:32:02Z
dc.date.issued2018-01-04
dc.description.abstractWe view ambidexterity as a paradox whereby its components, exploration and exploitation, generate persistent and conflicting demands on an organization. Drawing on the attention based view of the firm (ABV), we examine three antecedents of organizational ambidexterity that reflect ABV’s three principles − the principle of focus of attention; the principle of situated attention; and the principle of structural distribution of attention. Specifically, we examine the influence of top management team (TMT) composition, whether or not the firm has a clear written vision, and the extent to which organizational attention is focused on investments in R&D, and continuous improvement. We empirically validate our model on a sample of 422 small and medium-sized enterprises in the UK and find that ambidexterity is supported by a blend of integration and differentiation approaches.en_UK
dc.identifier.citationKoryak O, Lockett A, Hayton J, et al., (2018) Disentangling the antecedents of ambidexterity: exploration and exploitation. Research Policy, Volume 47, Issue 2, March 2018, pp. 413-427en_UK
dc.identifier.cris19128009
dc.identifier.issn0048-7333
dc.identifier.urihttp://dx.doi.org/10.1016/j.respol.2017.12.003
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk:8080/handle/1826/12854
dc.language.isoenen_UK
dc.publisherElsevieren_UK
dc.rightsAttribution 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectAmbidexterityen_UK
dc.subjectTMTen_UK
dc.subjectSMEen_UK
dc.subjectAttention based viewen_UK
dc.titleDisentangling the antecedents of ambidexterity: Exploration and exploitationen_UK
dc.typeArticleen_UK

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