Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance

Kerry-Krause, Matthew J.; DeSimone, Justin

doi:10.21256/zhaw-5045

Please use this identifier to cite or link to this item: https://doi.org/10.21256/zhaw-5045

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DC Field	Value	Language
dc.contributor.author	Kerry-Krause, Matthew J.	-
dc.contributor.author	DeSimone, Justin	-
dc.date.accessioned	2019-03-29T08:31:52Z	-
dc.date.available	2019-03-29T08:31:52Z	-
dc.date.issued	2019	-
dc.identifier.issn	0969-6474	de_CH
dc.identifier.issn	1758-7905	de_CH
dc.identifier.uri	https://digitalcollection.zhaw.ch/handle/11475/16422	-
dc.description.abstract	Purpose: The purpose of this paper is to reexamine exploration-exploitation’s reciprocality in organizational ambidexterity (OA) research. OA figures prominently in a variety of organization science phenomena. Introduced as a two-stage model for innovation, theory specifies reciprocal reinforcement between the OA processes of exploration (eR) and exploitation (eT). In this study, the authors argue that previous analyses of OA necessarily neglect this reciprocality in favor of conceptualizations that conform to common statistical techniques. Design/Methodology/approach: The authors propose joint-variance (JV) as a soluble estimator of exploration–exploitation (eR-eT) reciprocality. An updated systematic literature synthesis yielded K = 50 studies (53 independent samples, N = 11,743) for further testing. Findings: Three primary findings are as follows: JV reduced negative confounding, explaining 45 per cent of between-study variance. JV quantified the positive confounding in separate meta-analytic estimates of eR and eT on performance because of double-counting (37.6 per cent), and substantive application of JV to hypothesis testing supported OA theoretical predictions. Research limitations/implications: The authors discuss practical consideration for eR-eT reciprocality, as well as theoretical contributions for cohering the OA empirical literature. Practical implications: The authors discuss design limitations and JV measurement extensions for the future. Social implications: Learning in OA literature has been neglected or underestimated. Originality/value: Because reciprocality is theorized, yet absent in current models, existing results represent confounded or biased evidence of the OA’s effect on firm performance. Subsequently, the authors propose JV as a soluble estimator of eR-eT learning modes.	de_CH
dc.language.iso	en	de_CH
dc.publisher	Emerald	de_CH
dc.relation.ispartof	The Learning Organization	de_CH
dc.rights	Licence according to publishing contract	de_CH
dc.subject	Learning organizations	de_CH
dc.subject	Exploration	de_CH
dc.subject	Exploitation	de_CH
dc.subject	Joint-variance	de_CH
dc.subject	Reciprocal relation	de_CH
dc.subject.ddc	658.4: Leitendes Management	de_CH
dc.title	Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance	de_CH
dc.type	Beitrag in wissenschaftlicher Zeitschrift	de_CH
dcterms.type	Text	de_CH
zhaw.departement	Gesundheit	de_CH
zhaw.organisationalunit	Institut für Public Health (IPH)	de_CH
dc.identifier.doi	10.21256/zhaw-5045	-
dc.identifier.doi	10.1108/TLO-04-2018-0051	de_CH
zhaw.funding.eu	No	de_CH
zhaw.originated.zhaw	Yes	de_CH
zhaw.publication.status	acceptedVersion	de_CH
zhaw.publication.review	Peer review (Publikation)	de_CH
zhaw.webfeed	LM-Technologie	de_CH
Appears in collections:	Publikationen Gesundheit

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Kerry-Krause, M. J., & DeSimone, J. (2019). Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance. The Learning Organization. https://doi.org/10.21256/zhaw-5045

Kerry-Krause, M.J. and DeSimone, J. (2019) ‘Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance’, The Learning Organization [Preprint]. Available at: https://doi.org/10.21256/zhaw-5045.

M. J. Kerry-Krause and J. DeSimone, “Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance,” The Learning Organization, 2019, doi: 10.21256/zhaw-5045.

KERRY-KRAUSE, Matthew J. und Justin DESIMONE, 2019. Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance. The Learning Organization. 2019. DOI 10.21256/zhaw-5045

Kerry-Krause, Matthew J., and Justin DeSimone. 2019. “Learning Organizational Ambidexterity : A Joint-Variance Synthesis of Exploration-Exploitation Modes on Performance.” The Learning Organization. https://doi.org/10.21256/zhaw-5045.

Kerry-Krause, Matthew J., and Justin DeSimone. “Learning Organizational Ambidexterity : A Joint-Variance Synthesis of Exploration-Exploitation Modes on Performance.” The Learning Organization, 2019, https://doi.org/10.21256/zhaw-5045.