혁신형 중소기업의 혁신성과 환경의 동태성이 조직 양면성과 경영성과에 미치는 영향
An Impact of Organizational Ambidexterity, Innovativeness and Environmental Dynamism on the Corporate Performance in Inno-Biz Small-Medium Corporation
1
조회
0
다운로드
24
인용
0
참고문헌
키워드
초록
In technology-based industries, firms have become increasingly reliant on product development to compete in the constantly evolving global marketplace Many inno-biz technology firms are particularly motivated to develop diverse portfolios of products with multiple features and variants to increase sales growth and competitiveness To flourish over the long run, most companies need to maintain a variety of innovation efforts They must constantly pursue incremental innovations, small improvements in their existing products and operations that let them operate more efficiently and deliver ever greater value to customers. The construct of organizational ambidexterity has attracted the growing attention of organizational theorists The general agreement in this literature is that an ambidextrous firm is one that is capable of both exploiting existing competencies as well as exploring new opportunities, and also that achieving ambidexterity enables a firm to enhance its performance and competitiveness. The empirical analysis shows that environmental dynamism and corporate innovativeness had influenced organizational ambidexterity And then organizational ambidexterityt partially mediate the direct influence of corporate performance. Hence, this paer extends prior literature that emphasizes a positive influence of organizational ambidexterity on corporate performance through incorporating an organizational ambidexterity perspective Second, this study contributes to ambidexterity literature through integrating strategic contingency theory.
Abstract
In technology-based industries, firms have become increasingly reliant on product development to compete in the constantly evolving global marketplace Many inno-biz technology firms are particularly motivated to develop diverse portfolios of products with multiple features and variants to increase sales growth and competitiveness To flourish over the long run, most companies need to maintain a variety of innovation efforts They must constantly pursue incremental innovations, small improvements in their existing products and operations that let them operate more efficiently and deliver ever greater value to customers. The construct of organizational ambidexterity has attracted the growing attention of organizational theorists The general agreement in this literature is that an ambidextrous firm is one that is capable of both exploiting existing competencies as well as exploring new opportunities, and also that achieving ambidexterity enables a firm to enhance its performance and competitiveness. The empirical analysis shows that environmental dynamism and corporate innovativeness had influenced organizational ambidexterity And then organizational ambidexterityt partially mediate the direct influence of corporate performance. Hence, this paer extends prior literature that emphasizes a positive influence of organizational ambidexterity on corporate performance through incorporating an organizational ambidexterity perspective Second, this study contributes to ambidexterity literature through integrating strategic contingency theory.
참고문헌 (34)
- 배종석, "양면성 혁신전략, 헌신형 인적자원관리 시스템 및 기업성과", 산업관계연구, 20(1), pp.21~52 (2010), 한국고용노사관계학회
- 배종석, "전략적 인적자원관리와 조직의 혁신성과: 탐색적 혁신성과와 활용적 혁신성과의 비교 분석", 인사조직연구, 13(2), pp.147~186 (2005), 한국인사조직학회
- 이홍, "양면성(Ambidexterity)을 통한 역동적 역량의 구현：역사적 조망과 이의 효과적 구축을 위한 핵심과제", 인사조직연구, 17(2), pp.95~124 (2009), 한국인사조직학회
- 하성욱, "중소기업의 기술학습과 기업성과: 우리 나라 전자부품산업 1990～1995", 인사조직연구, 12(특호), pp.1~40 (2004), 한국인사조직학회
- Andriopoulos, C, "Exploitationexploration tensions and organizational ambidexterity: Managing paradoxes of innovation", Organization Science, 20(4), pp.696~717 (2009)
- Atuahene-Gima, K, "Exploratory and exploitative learning in new product development: A social capital perspective on new technology ventures in China", Journal of International Marketing, 15(2), pp.1~29 (2007)
- Auh, S, "Balancing exploration and exploitation: The moderating role of competitive intensity", Journal of Business Research, 58, pp.1652~1661 (2005)
- Beckman, C M, "The influence of founding team company affiliations on firm behavior", Academy of Management Journal, 49(4), pp.741~758 (2006)
- Benner, M J, "Exploitation, exploration, and process management: The productivity dilemma revisited", Academy of Management Review, 28, pp.238~256 (2003)
- Cao, Q, "Unpacking organizational ambidexterity:dimensions, contingencies, and synergistic effects", Organization Science, 20(4), pp.781~796 (2009)
- Duncan, R B, "Characteristics of organizational environments and perceived environmental uncertainty", Administrative Science Quarterly, 17, pp.781~796 (1972)
- Floyd, S, "Strategizing throughout the organization: Managing role conflict in strategic renewal", Academy of Management Review, 25, pp.154~177 (2000)
- Ghemawat, P, "The organizational tension between static and dynamic efficiency", Strategic Management Journal, 14, pp.59~73 (1993)
- Hurley, Robert F., "Innovation, market orientation, and organizational learning: an integration and empirical examination", The Journal of Marketing, pp.42~54 (1998)
- Hurley, Robert F., "Innovativeness and capacity to innovate in a complexity of firm-level relationships: A response to Woodside (2004)", Industrial Marketing Management, 34, pp.281~283 (2005)
- Gibson, C B, "The antecedents, consequences and mediating role of organizational ambidexterity", Academy of Management Journal, 47, pp.209~226 (2004)
- Gupta, A K, "The interplay between exploration and exploitation", Academy of Management Journal, 4, pp.693~706 (2006)
- He, Z, "Exploration vs exploitation:An empirical test of the ambidexterity hypothesis", Organization Science, 15(3), pp.481~494 (2004)
- Lavie, D, "Balancing exploration and exploitation in alliance formation", Academy of Management Journal, 49(4), pp.797~818 (2006)
- Levinthal, D, "Myopia of learning", Strategic Management Journal, 14, pp.95~112 (1993)
- Lubatkin, M H, "Ambidexterity and Performance in Small-to Medium-sized Firms: The pivotal role of top management team behavioral integration", Journal of Management, 32(5), pp.646~672 (2006)
- Matsuno, J, "The effects of entrepreneurial proclivity and market orientation on business performance", The Journal of Marketing, 67(6), pp.457~472 (2002)
- March, J G, "Exploration and exploitation in organizational learning", Organization Science, 2(1), pp.71~87 (1991)
- Miller, D, "Organizations：A quantum view" (1984), Prentice-Hall, Inc
- Miller, D, "Innovation in conservative and entrepreneurial firms：Two models of strategic momentum", Strategic Management Journal, 3, pp.1~25 (1982)
- Justin, J, "Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators", Management Science, 52(11), pp.1661~1674 (2006)
- O'Reilly, C A, "The ambidextrous organization", Harvard Business Review, 82, pp.74~81 (2004)
- O'Reilly, C A, "Ambidexterity as a dynamic capability: Resolving the innovator's dilemma", Research of Organizational Behavior, 28, pp.185~206 (2008)
- Raisch, S, "Organizational ambidexterity: Antecedents, outcomes, and moderators", Journal of Management, 34(3), pp.375~409 (2008)
- Rich, P, "The Organizational Taxonomy:Definition and Design", Academy of Management Review, 17, pp.758~781 (1992)
- Schulze, P, "Balancing exploitation and exploration", Academy of Management Proceedings, pp.1~6 (2008)
- Taylor, A, "Organizational linkages for surviving technological change:Complementary assets, middle management, and ambidexterity", Organization Science, 20(4), pp.718~739 (2009)
- Teece, D J, "Explicating dynamic capabilities:The nature and micro foundations of sustainable enterprise performance", Strategic Management Journal, 28(13), pp.1319~1350 (2007)
- Tushman, M L, "Ambidextrous organizations: Managing evolutionary and revolutionary change", California Management Review, 38, pp.8~30 (1996)