Antecedentes y dinamismo de la ambidestreza organizativa en las Pymes

  1. Consuelo Dolz 1
  2. Vicente Safón 1
  3. María Iborra 1
  4. Angels Dasí 1
  1. 1 Universitat de València
    info

    Universitat de València

    Valencia, España

    ROR https://ror.org/043nxc105

Revista:
Innovar: revista de ciencias administrativas y sociales

ISSN: 0121-5051

Año de publicación: 2014

Volumen: 24

Número: 53

Páginas: 161-175

Tipo: Artículo

DOI: 10.15446/INNOVAR.V24N53.43941 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Innovar: revista de ciencias administrativas y sociales

Resumen

El objetivo de este trabajo es analizar algunos de los antecedentes de la ambidestreza organizativa en las pequeñas y medianas empresas (Pymes). La ambidestreza es una capacidad dinámica que permite a las empresas obtener un elevado nivel de desempeño en situaciones que requieren alinearse con el entorno. En el trabajo se defiende que la ambidestreza tiene un componente estructural que la hace depender de los niveles previos de ambidestreza, pero que también tiene como antecedente las opciones de estrategia corporativa de la empresa. Concretamente, se postula que la utilización por parte de las empresas de las modalidades de crecimiento externo, a través de las fusiones y adquisiciones, y de los acuerdos de cooperación, puede ayudar a explicar el nivel y equilibrio de ambidestreza de las Pymes. Esta hipótesis se confirma en el estudio empírico llevado a cabo con regresiones multivariables sobre una muestra de 117 Pymes industriales.

Referencias bibliográficas

  • Arwal, R. & Hefalt, C. e. (2009). strategic Renewal of organizations. Organization Science, 20 (2), 281-293.
  • Anderson, J. C. & Gerbing, d. W. (1988). structural equation modeling in practice: a review and recommended two-step approach. Psy- chological Bulletin, 103 (3), 411-423.
  • Armstrong, J. s. & overton, t. s. (1977). estimating nonresponse Bias in mail surveys. Journal of Marketing Research, 14, 396-402.
  • Auh, s. & menguc, B. (2005). Balancing exploration and exploitation: the moderating role of competitive intensity. Journal of Business Research, 58, 1652-1661.
  • Barkema H.G. & vermeulen, F. (1998). international expansion through start-up or acquisitions: a learning perspective. Academy of Man- agement Journal, 41 (1), 7-27.
  • Beckman, C.m. (2006). the influence of founding team company af- filiations on firm behavior. Academy of Management Journal, 49 (4), 741-758.
  • Benner, m. J. & tushman, m. l. (2003). exploration, exploitation, and process management: the productivity dilemma revisited. Academy of Management Review, 28, 238-256.
  • Birkinshaw, J. & Gibson, C. B. (2004). Building ambidexterity into an or- ganization. MIT Sloan Management Review, 45 (4), 47-55.
  • Blarr, W. H. (2012). Organizational Ambidexterity: Implications for the Strategy-Performance Linkage. leipzig: springer.
  • Brion, s., Favre-Bonté, v. & mothe, C. (2008). Quelles formes d’ambidextrie pur combiner innovations d’exploitation et d’exploration? Management International, 12 (3), 29-44.
  • Cao, Q., Gedajlovic, e., & Zhang, H. (2009). Unpacking organizational ambidexterity: dimensions, contingencies and synergistic effects. Organization Science, 20 (4), 781-796.
  • Cao, Q., simsek, Z. & Zhang, H. (2010). modeling the Joint impact of the Ceo and the tmt on organizational ambidexterity. Journal of Management Studies, 47 (7), 1272-1296.
  • Devisser, m., de Weerd-nederhof, P., Faems, d., song, m., van looy, B. & visscher, K. (2009). structural ambidexterity in nPd processes: a firm-level assessment of the impact of differentiated structures on innovation performance. Technovation, 30, 291–299.
  • Eisenhardt, K.m., Furr, n.R. & Bingham, C.B. (2010). microfundations of Performance: Balancing efficiency and Flexibility in dynamic envi- ronments. Organization Science, 21 (6), 1263-1273.
  • Eisenhardt, K.m. & martin, J. (2000). dynamic capabilities: What are they?. Strategic Management Journal, 21, 1105-1121.
  • Escribá, a. & safón, v. (2007). la empresa valenciana: estrategias Cor- porativas y Competitivas, en la Comunidad valenciana en el um- bral del siglo XXi. estrategias de desarrollo económico. Servei de Publicacions de la Universitat de València, 427-447.
  • Fornell, C. & larcker, d.F. (1981). evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18 (Feb), 39-50.
  • Gupta, a.K., smith, K.G. & shalley, C.e. (2006). the interplay between exploration and exploitation. Academy of Management Journal, 49 (4), 693-706.
  • Gibson, C.B. & Birkinshaw, J. (2004). the antecedent, consequences and mediating role of organizational ambidexterity. Academy of Management Journal, 47 (2), 209-226.
  • He, Z. & Wong, P. K. (2004). exploration and exploitation: an empir- ical test of the ambidextrous hypothesis. Organization Science, 15, 481-496.
  • Heavy, C. & simsek, Z. (2010). a dynamic capabilities model of organi- zational ambidexterity, Best paper of the 10th european academy of management annual Conference, Rome.
  • Helfat, C.e. & Peteraf, m.a. (2009). Understanding dynamic capabil- ities: progress along a developmental path. Strategic Organiza- tion, 7 (1), 91-102.
  • Iborra, m. & dolz, C. (2007). el papel del conflicto en la exploración y explotación de conocimiento en las adquisiciones, M@n@gement, 10 (1), 1-21.
  • Jansen, J.J.P., tempelaar, m.P., van den Bosch, F.a.J. & volberda, H.W. (2009). structural differentiation and ambidexterity: the medi- ating Role of integration mechanisms. Organization Science, 20 (4), 797-811.
  • Kauppila, o.P. (2010). Creating ambidexterity by integrating and bal- ancing structurally separate interorganizational partnerships. Or- ganization Science, 8 (4), 283–312.
  • Koza, m.P. & lewin, a.y. (1998). the co-evolution of strategic alliances. Organization Science, 9, 255-264.
  • Lavie, d., Kang, J. & Rosenkopf, l. (2010). Balance Within and across domains: the Performance implications of exploration and ex- ploitation in alliances, submitted to the 7th atlanta Competitive advantage Conference
  • Lavie, d. & Rosenkopf, l. (2006). Balancing exploration and exploita- tion in alliance formation. Academy of Management Journal, 49 (4), 797-818.
  • Lavie, d., stettner, U. & tushman, m.l. (2010). exploration and exploi- tation within and across organizations. The Academy of Manage- ment Annals, 4 (1), 109-155.
  • Leonard-Barton, d. (1992). Core capabilities and core rigidities: a par- adox in managing new product development. Strategic Manage- ment Journal, 13, 111-125.
  • Levinthal, d. & march, J. (1993). myopia of learning. Strategic Manage- ment Journal, 14, 95-112.
  • Lin, Z., yang, H. & demirkan, i. (2007). the Performance Consequences of ambidexterity in strategic alliance Formations: empirical in- vestigation and Computational theorizing. Management Science, 53 (10), 1645-1658.
  • López, e., García, F. e. & García, s. m. (2012). de la organización que aprende a la organización ambidiestra: evolución teórica del apre- ndizaje organizativo. Cuadernos de Administración, 25 (45), 11-37.
  • Lubatkin, m. H., simsek, Z., ling, y. & veiga, J. F. (2006). ambidexterity and performance in small-to medium-sized firms: the pivotal role of top management team behavioural integration. Journal of Management, 32 (5), 646-672.
  • March, J. G. (1991). exploration and exploitation in organizational learning. Organization Science, 2 (4), 71-87.
  • McCarthy, i.P. & Gordon, B.R. (2011). achieving contextual ambidex- terity in R&d organizations: a management control system ap- proach. R&D Management, 41 (3), 240-258.
  • Mcnamara, P. & Baden-Fuller, C. (1999). lessons from the Celltech Case: Balancing knowledge exploration and exploitation in orga- nizational renewal. British Journal of Management, 10, 291-307.
  • Miller, d., lant, t. K., milliken, F. J. & Korn, H. J. (1996). the evolution of strategic simplicity: exploring two models of organizational adap- tation. Journal of Management, 22, 863-887.
  • Nosella, a., Cantarello, s. & Filippini, R. (2012). the intellectual struc- ture of organizational ambidexterity: a bibliographic investi- gation into the state of the art. Strategic Organization, 10 (4), 450-465.
  • Nunnally, J. C. & Berstein, i. H. (1994). Psychometric theory (3rd edition). new york: mcGrawHill.
  • O’Reilly III, C.A. & Tushman, M.L. (2008). Ambidexterity as a dynamic capability: resolving the innovator’s dilemma. Research on Orga- nizational Behavior, 28, 185-206.
  • O’Reilly III, C.A. & Tushman, M.L. (2011). Organizational Ambidexterity in action: How managers explore and exploit. California Manage- ment Review, 53 (4), 5-22.
  • Pearson, R.W., Ross, m. & dawes, R.m. (1994). Personal recall and the limits of restrospective questions in surveys, in tanur, J.m. (ed.): Questions about Questions: Inquiries into the Cognitive Bases of Surveys. Russell sage Foundation, ny, 65–94.
  • Piao, m. (2010). thriving in the new: implication of exploration on or- ganizational longevity. Journal of Management, 36, 1529-1554
  • Podsakoff, P. m., macKenzie, s. B., lee, J. y. & Podsakoff, n. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88 (5), 879-903.
  • Raisch, s. (2008). Balanced structures: designing organizations for prof- itable growth. Long Range Planning, 41, 483-508.
  • Raisch, s. & Birkinshaw, J. (2008). organizational ambidexterity: ante- cedents, outcomes and moderators. Journal of Management, 34 (3), 375-409.
  • Raisch, s., Birkinshaw, J., Probst, G. & tushman, m.l. (2009). organiza- tional ambidexterity: balancing exploitation and exploration for sustained performance. Organization Science, 20 (4), 1-12.
  • Rothaermel, F.t. & deeds, d.l. (2004). exploration and exploitation al- liances in biothechnology: a system of new product development. Strategic Management Journal, 25, 201–222.
  • Russo, a. & vurro, C. (2010). Cross-boundary ambidexterity: balancing exploration and exploitation in the fuel cell industry. European Management Review, 30-45
  • Schumacker, R.e. & lomax, R.G. (2004). A beginner’s guide to structural equation modelling. second edition. new york: Psychology Press.
  • Siggelkow, n. & levinthal, d. a. (2003). temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational ap- proaches to exploration and adaptation. Organization Science, 14, 650-669.
  • Simsek, Z. (2009). organizational ambidexterity: towards a multilevel understanding. Journal of Management Studies, 46(4), 864-894.
  • Simsek,Z., Heavy, C., veiga, J.F. & souder, d. (2009). a typology for Aligning Organizational Ambidexterity’s Conceptualizations, An- tecedents, and outcomes. Journal of Management Studies, 46 (5), 597-624.
  • Sydow, J., schreyögg, G. & Koch, J. (2009). organizational path depen- dence: opening the Black box. Academy of Managament Review, 34 (4), 689-710. Teece, d.J., Pissano, G. & shuen, a. (1997). dynamic capabilities and strategic management. Strategic Management Journal, 18 (7), 509-533. Tushman, m.l., smith, W.K. & Binns, a. (2011). the ambidextrous Ceo. Harvard Business Review, 89 (6), 74-80.
  • Vanhaverbeke, W., Gilsing, v., Beerkens, B. & duysters, G. (2007). Explo- ration and Exploitation in Technology-based Alliance Networks. eindhoven Center for innovation studies - eindhoven University of technology Hasselt University.
  • Venkatraman, n., lee, CH. & iyer, B. (2007). strategic ambidexterity and sales growth: a longitudinal test in the software sector. http://www.softwareecosystems.com/SMJManuscript_revised. pdf. Consultado el 30 de marzo de 2012.
  • Vermeulen, F. (2005). How acquisitions can revitalize companies. MIT Sloan Management Review, 46 (4), 44-51.
  • Vermeulen, F. & Barkema, H. (2001). learning through acquisitions. Academy of Management Journal, 44, 457-478.
  • Wagner, m. (2011). to explore or to exploit? an empirical investiga- tion of acquisitions by large incumbents. Research Policy, 40, 1217-1225.
  • Zollo, m. (2010). superstitious learning with Rare strategic decisions: theory and evidence from Corporate acquisitions. Organization Science, 20 (5), 894-908