Organisational ambidexterity in the UK financial services: a corporate level perspective
Organisational ambidexterity in the UK financial services: a corporate level perspective
This paper fills theoretical gaps in the scholarly discourse of organisational ambidexterity (OA) by focusing on the concepts of balanced dimension (BD) and combined dimension (CD) of OA. Through a qualitative cross‐comparative case study method it investigates BD/CD at corporate level within the dynamic and competitive UK financial services sector. The study brings greater clarity on the construct of OA and its use in real practice. It shows that forms of OA, CD and BD, are influenced by the firm's strategic choice in specific market segments. Niche players pursuing focused differentiation attain a CD, whereas large players pursuing cost leadership attain a BD of ambidexterity. Exploitation‐exploration efforts are triggered by sets of firm's contingencies that are distinctive to each dimension. Resource flexibility moderates the attainment of desirable ambidexterity's dimensions in contexts of munificent resources. At the corporate level, managers’ long tenure facilitates OA. Theoretical and practical implications are offered.
Innovation, Innovation and Technology, Organizational learning, Cognition and learning, Organization, exploration and exploitation, Firm strategy, Strategy, Organizational Structures, Organization, ambidexerity, financial services, heterogeinity
1015-1041
Costanzo, Laura A
bce28c22-8b70-4176-b523-4e2f59169baf
December 2019
Costanzo, Laura A
bce28c22-8b70-4176-b523-4e2f59169baf
Costanzo, Laura A
(2019)
Organisational ambidexterity in the UK financial services: a corporate level perspective.
European Management Review, 16 (4), .
(doi:10.1111/emre.12311).
Abstract
This paper fills theoretical gaps in the scholarly discourse of organisational ambidexterity (OA) by focusing on the concepts of balanced dimension (BD) and combined dimension (CD) of OA. Through a qualitative cross‐comparative case study method it investigates BD/CD at corporate level within the dynamic and competitive UK financial services sector. The study brings greater clarity on the construct of OA and its use in real practice. It shows that forms of OA, CD and BD, are influenced by the firm's strategic choice in specific market segments. Niche players pursuing focused differentiation attain a CD, whereas large players pursuing cost leadership attain a BD of ambidexterity. Exploitation‐exploration efforts are triggered by sets of firm's contingencies that are distinctive to each dimension. Resource flexibility moderates the attainment of desirable ambidexterity's dimensions in contexts of munificent resources. At the corporate level, managers’ long tenure facilitates OA. Theoretical and practical implications are offered.
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EMR-OA-17-0215.R2
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Accepted/In Press date: 26 May 2018
e-pub ahead of print date: 21 September 2018
Published date: December 2019
Keywords:
Innovation, Innovation and Technology, Organizational learning, Cognition and learning, Organization, exploration and exploitation, Firm strategy, Strategy, Organizational Structures, Organization, ambidexerity, financial services, heterogeinity
Identifiers
Local EPrints ID: 423846
URI: http://eprints.soton.ac.uk/id/eprint/423846
ISSN: 1740-4754
PURE UUID: 4b05d8e0-c5a9-4f62-94c9-75b68882e6bf
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Date deposited: 02 Oct 2018 16:30
Last modified: 16 Mar 2024 06:45
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