Session 99

Ambidexterity and Innovativeness

Track H

Date: Monday, October 8, 2012


Time: 08:00 – 09:15

Common Ground

Room: Terrace 2


  • Henk Volberda, Erasmus University Rotterdam

Title: Exploring Linkages between Strategy Formation and Organizational Innovativeness in Economies under Transition


  • Safal Batra, Indian Institute of Management-Ahmedabad
  • Sunil Sharma, Indian Institute of Management - Ahmedabad

Abstract: In a highly dynamic environment, strategy is synonymous with innovation. However, research on the linkages between the process of strategy formation and innovation is sparse. Data from fifty middle and top level managers at the business unit level reveal that planned approach towards strategy formation helps organizations innovate better as compared to the emergent approach. Further, this relationship is strengthened when organizations exhibit higher market orientation, higher learning orientation and greater willingness to take risk. The ability to predict customer’s expressed and latent needs and to assimilate such information in organization’s strategic plan provides organizations a distinctive capability to respond to such needs. This translates into higher innovativeness for the organization. The findings identify strategy process as an important determinant for organizational innovation in transition economies.

Title: How Established Organizations Manage Radical Exploration: From Early Engagement to Strategic Realization


  • Xavier Castaner, University of Lausanne
  • Howard Yu, IMD

Abstract: This paper examines how established organizations can engage and sustain exploratory efforts leading to successful radical innovation. In particular, we investigate how an organization can initiate exploration and overcome internal and external resistance to implement an unusual experimentation and then capitalize on its early success. The paper's focus is on the pattern of managerial actions across levels and functions of the organization that unfolds overtime and how it sustains the change momentum. The innovation being observed is new to both the organization and to the field in which an established nonprofit organization redefined the way the industry and itself used to deal with homelessness.

Title: How to Leverage Technological Knowledge on Product and Service Innovations: The Complementary Effect of Management Innovation


  • Cornelis Vincent Heij, Erasmus University Rotterdam
  • Frans A.J. Van Den Bosch, Erasmus University-Rotterdam

Abstract: Although the co-existence of both technological and non-technological adjustments is required for successful introduction of new products, the important question remains how management innovation (e.g., new managerial practice, process, structure, or technique) complements new technological knowledge to realize product and service innovations. Our results indicate that new technological knowledge has an inverted U-shaped effect on exploratory product and service innovation and on exploitative product and service innovation. Surprisingly, we find that management innovation has a J-shaped interaction effect with new technological knowledge to realize product and service innovations. Higher levels of management innovation enable firms to leverage new technological knowledge into new products and services. These findings contribute to an increased understanding how management innovation leverages technological knowledge to realize product and service innovations.

Title: Strategic Agility and Organizational Ambidexterity: Corporate Strategy in Transition


  • Seppo Laukkanen, Hanken School of Economics
  • Yves Doz, INSEAD

Abstract: Modalities and processes of corporate renewal provide an ever-present debate in strategic management. In this paper we contribute to the debate by comparing and contrasting two approaches to corporate renewal that have been developed over the past few years: organizational ambidexterity and strategic agility. Whilst their starting points are different, we argue they can be seen as complementary and contingent, given the radicalness of the renewal being sought and the extent of business model transformation it requires. Our argument is based on an in-depth corporative analysis of four innovation processes in a major multinational in the communication technology industry.

Title: Transformation and Transition: A Process Perspective for Radical Innovation Strategies


  • Jochen Koch, European University Viadrina Frankfurt
  • Wasko Rothmann, McKinsey & Company
  • Matthias Wenzel, European University Viadrina Frankfurt

Abstract: Radical innovations have the potential to make markets but their failure rate is also very high. To enhance comprehension of success and failure of radical innovations, we introduce a strategy process perspective on buyer-seller relationships that is grounded in weakening assumptions of power symmetry and drawing on research in transformational leadership and organizational change. Demand-side resistance to change requires organizations to ‘unfreeze’ and ‘move’ prospective buyers. By illustratively comparing two cases of innovations, we highlight three consumer dimensions, which are to be influenced in order to create demand for product novelties. However, targeted radical shifts may only be realized by evoking incremental changes to bridge large gaps. In other words, consumers might to be guided ‘from A to B’ to make markets successfully.

Title: Transition Through Turnaround Strategies: A Special Case Of Ambidexterity


  • Cliff Bowman, Cranfield University
  • Nardine Collier, Cranfield University
  • Richard Schoenberg, Cranfield University

Abstract: In this paper we view turnaround as a special case of ambidexterity and suggest how different causes of declining performance require differing emphases on exploration and exploitation. We begin with brief syntheses of the ambidexterity and turnaround literatures. We then identify four contexts that can cause declining firm performance. We argue that the exploration and exploitation capabilities required to arrest decline will vary across these different contexts and examine the implications for appropriate turnaround strategies in each situation. This approach provides a new perspective for understanding turnaround; one that is sensitive to the causes of performance decline and which recognizes that effective transition requires firms to enact ambidextrous strategies in crisis circumstances.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 267: Strategic Processes in Transition
Sun: 09:30 – 10:45
Session 268: Capabilities that Help or Hurt Acquisition Processes
Sun: 11:15 – 12:30
Session 269: Chief Strategy Officer’s Role in Strategy Processes
Sun: 15:15 – 16:30
Session 89: Strategic Alignment and Strategy Implementation
Mon: 08:00 – 09:15
Session 99: Ambidexterity and Innovativeness
Mon: 09:30 – 10:45
Session 91: Consensus and Commitment
Mon: 13:30 – 14:45
Session 92: Attention, Goals and Renewal
Mon: 16:30 – 17:45
Session 90: Participation, Cooperation and Commitment
Tue: 08:00 – 09:15
Session 94: Going Beyond the Conventional Wisdom
Tue: 11:00 – 12:15
Session 95: Emotions and Behavior
Tue: 14:15 – 15:30
Session 96: Comprehensiveness and Time
Tue: 15:45 – 17:00
Session 98: Management of Emerging Strategic Issues
Tue: 17:30 – 18:45
Session 93: Cognition and Intuition
Session 97: Cognition and Capabilities

Strategic Management Society