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Vishag Badrinarayanan - One of the best experts on this subject based on the ideXlab platform.
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"What We Know & What We Seek: Strategic Orientation, Knowledge Stock, Ambidexterity and Performance"
Academy of Management Proceedings, 2020Co-Authors: Indu Ramachandran, Cynthia A. Lengnick-hall, Vishag BadrinarayananAbstract:Ambidexterity is seen as an important organizational mechanism through which two contradictory types of learning – exploration and exploitation – can be simultaneously pursued and balanced. These two types of learning are needed to ensure both current and future organizational viability. Given the tensions that exist between exploration and exploitation, research has focused on how organizations can attain ambidexterity. In this paper we suggest that a firm’s strategic orientation, specifically entrepreneurial orientation and market orientation, could be important antecedents to ambidexterity since these perspectives provide firm-wide guiding principles that shape behaviors and actions. Further, we study the influence of a firm’s Knowledge Stock on these relations, as well as the relation between ambidexterity and firm performance. Results indicate that both strategic orientations enhance an organization’s ability to be ambidextrous, and that some types of Knowledge Stocks facilitate while other types of ...
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enabling and leveraging ambidexterity influence of strategic orientations and Knowledge Stock
Journal of Knowledge Management, 2019Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of Knowledge Stock (market Knowledge and technological Knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization.,Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects.,While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of Knowledge Stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance.,Both strategic orientations enable ambidexterity; however, technological Knowledge Stock impedes the effect of ambidexterity on firm performance, while market Knowledge Stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences.,Different strategic orientations provide organizations with a cluster of Knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of Knowledge Stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity.,This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing Knowledge Stock. Several theoretical and managerial implications are identified.
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Strategic Orientations, Knowledge Stock, and Ambidexterity: A Study of Firm-Wide Behavior and Consequences—An Abstract
Creating Marketing Magic and Innovative Future Marketing Trends, 2017Co-Authors: Indu Ramachandran, Vishag Badrinarayanan, Cynthia A. Lengnick-hallAbstract:Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s Knowledge Stock influence these relationships?
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strategic orientations Knowledge Stock and ambidexterity a study of firm wide behavior and consequences an abstract
2017Co-Authors: Indu Ramachandran, Vishag Badrinarayanan, Cynthia A LengnickhallAbstract:Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s Knowledge Stock influence these relationships?
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what we know what we seek strategic orientation Knowledge Stock ambidexterity and performance
Academy of Management Proceedings, 2014Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:Ambidexterity is seen as an important organizational mechanism through which two contradictory types of learning – exploration and exploitation – can be simultaneously pursued and balanced. These two types of learning are needed to ensure both current and future organizational viability. Given the tensions that exist between exploration and exploitation, research has focused on how organizations can attain ambidexterity. In this paper we suggest that a firm’s strategic orientation, specifically entrepreneurial orientation and market orientation, could be important antecedents to ambidexterity since these perspectives provide firm-wide guiding principles that shape behaviors and actions. Further, we study the influence of a firm’s Knowledge Stock on these relations, as well as the relation between ambidexterity and firm performance. Results indicate that both strategic orientations enhance an organization’s ability to be ambidextrous, and that some types of Knowledge Stocks facilitate while other types of ...
Indu Ramachandran - One of the best experts on this subject based on the ideXlab platform.
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"What We Know & What We Seek: Strategic Orientation, Knowledge Stock, Ambidexterity and Performance"
Academy of Management Proceedings, 2020Co-Authors: Indu Ramachandran, Cynthia A. Lengnick-hall, Vishag BadrinarayananAbstract:Ambidexterity is seen as an important organizational mechanism through which two contradictory types of learning – exploration and exploitation – can be simultaneously pursued and balanced. These two types of learning are needed to ensure both current and future organizational viability. Given the tensions that exist between exploration and exploitation, research has focused on how organizations can attain ambidexterity. In this paper we suggest that a firm’s strategic orientation, specifically entrepreneurial orientation and market orientation, could be important antecedents to ambidexterity since these perspectives provide firm-wide guiding principles that shape behaviors and actions. Further, we study the influence of a firm’s Knowledge Stock on these relations, as well as the relation between ambidexterity and firm performance. Results indicate that both strategic orientations enhance an organization’s ability to be ambidextrous, and that some types of Knowledge Stocks facilitate while other types of ...
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enabling and leveraging ambidexterity influence of strategic orientations and Knowledge Stock
Journal of Knowledge Management, 2019Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of Knowledge Stock (market Knowledge and technological Knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization.,Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects.,While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of Knowledge Stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance.,Both strategic orientations enable ambidexterity; however, technological Knowledge Stock impedes the effect of ambidexterity on firm performance, while market Knowledge Stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences.,Different strategic orientations provide organizations with a cluster of Knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of Knowledge Stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity.,This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing Knowledge Stock. Several theoretical and managerial implications are identified.
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Strategic Orientations, Knowledge Stock, and Ambidexterity: A Study of Firm-Wide Behavior and Consequences—An Abstract
Creating Marketing Magic and Innovative Future Marketing Trends, 2017Co-Authors: Indu Ramachandran, Vishag Badrinarayanan, Cynthia A. Lengnick-hallAbstract:Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s Knowledge Stock influence these relationships?
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strategic orientations Knowledge Stock and ambidexterity a study of firm wide behavior and consequences an abstract
2017Co-Authors: Indu Ramachandran, Vishag Badrinarayanan, Cynthia A LengnickhallAbstract:Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s Knowledge Stock influence these relationships?
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what we know what we seek strategic orientation Knowledge Stock ambidexterity and performance
Academy of Management Proceedings, 2014Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:Ambidexterity is seen as an important organizational mechanism through which two contradictory types of learning – exploration and exploitation – can be simultaneously pursued and balanced. These two types of learning are needed to ensure both current and future organizational viability. Given the tensions that exist between exploration and exploitation, research has focused on how organizations can attain ambidexterity. In this paper we suggest that a firm’s strategic orientation, specifically entrepreneurial orientation and market orientation, could be important antecedents to ambidexterity since these perspectives provide firm-wide guiding principles that shape behaviors and actions. Further, we study the influence of a firm’s Knowledge Stock on these relations, as well as the relation between ambidexterity and firm performance. Results indicate that both strategic orientations enhance an organization’s ability to be ambidextrous, and that some types of Knowledge Stocks facilitate while other types of ...
Cynthia A Lengnickhall - One of the best experts on this subject based on the ideXlab platform.
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enabling and leveraging ambidexterity influence of strategic orientations and Knowledge Stock
Journal of Knowledge Management, 2019Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of Knowledge Stock (market Knowledge and technological Knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization.,Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects.,While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of Knowledge Stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance.,Both strategic orientations enable ambidexterity; however, technological Knowledge Stock impedes the effect of ambidexterity on firm performance, while market Knowledge Stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences.,Different strategic orientations provide organizations with a cluster of Knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of Knowledge Stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity.,This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing Knowledge Stock. Several theoretical and managerial implications are identified.
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strategic orientations Knowledge Stock and ambidexterity a study of firm wide behavior and consequences an abstract
2017Co-Authors: Indu Ramachandran, Vishag Badrinarayanan, Cynthia A LengnickhallAbstract:Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s Knowledge Stock influence these relationships?
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what we know what we seek strategic orientation Knowledge Stock ambidexterity and performance
Academy of Management Proceedings, 2014Co-Authors: Indu Ramachandran, Cynthia A Lengnickhall, Vishag BadrinarayananAbstract:Ambidexterity is seen as an important organizational mechanism through which two contradictory types of learning – exploration and exploitation – can be simultaneously pursued and balanced. These two types of learning are needed to ensure both current and future organizational viability. Given the tensions that exist between exploration and exploitation, research has focused on how organizations can attain ambidexterity. In this paper we suggest that a firm’s strategic orientation, specifically entrepreneurial orientation and market orientation, could be important antecedents to ambidexterity since these perspectives provide firm-wide guiding principles that shape behaviors and actions. Further, we study the influence of a firm’s Knowledge Stock on these relations, as well as the relation between ambidexterity and firm performance. Results indicate that both strategic orientations enhance an organization’s ability to be ambidextrous, and that some types of Knowledge Stocks facilitate while other types of ...
Mustafa Ally - One of the best experts on this subject based on the ideXlab platform.
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PACIS - A systematic literature mapping to investigate the role of IT in Knowledge Stock and transfer
2020Co-Authors: Aastha Pant, Anup Shrestha, Eric Kong, Mustafa AllyAbstract:There is a strong desire to enhance organisational Knowledge transfer based on Knowledge Stock. A review of current literature was conducted which highlighted the importance of IT to identify Knowledge Stock of people for effective Knowledge transfer. Furthermore, we conducted a systematic mapping of scholarly studies to explore the use of IT in tacit and explicit Knowledge transfer by conducting a search in four databases: IEEE Xplorer, ScienceDirect, Scopus and Springer. We found that most of the studies have highlighted the importance of IT in explicit Knowledge transfer only. We expanded our review to include the top eight journals in Information Systems and obtained the same result. Our findings demonstrate the lack of use of IT towards identifying Knowledge Stock to enable tacit Knowledge transfer. In the next phase of our research, we plan to use an IT artefact for tacit Knowledge transfer by identifying Knowledge Stock of IT professionals.
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facilitating Knowledge transfer based on a resource based view of tacit Knowledge Stock a skills assessment perspective
2018Co-Authors: Aastha Pant, Anup Shrestha, Eric Kong, Mustafa AllyAbstract:Resource Based View posits the use of internal resources for competitive advantage which is often evaluated using four questions on value, rarity, imitability and organisation, also known as the VRIO framework. We focus on the organisational resource of tacit Knowledge – characterized by Knowledge that is difficult to transfer. Knowledge transfer begins with the identification of Knowledge Stock. Using the Design Science Research Methodology, we develop and evaluate a skills assessment method to measure tacit Knowledge Stock of an organisation based on the Skills Framework of the Information Age (SFIA). The method is evaluated in an Australian bank during its digital innovation initiative. We found that Knowledge transfer is most effective when the person or party that is transferring Knowledge has prior understanding of the receivers’ Knowledge Stock. This finding has significant implications to practice in the area of Knowledge management
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a systematic literature mapping to investigate the role of it in Knowledge Stock and transfer
Pacific Asia Conference on Information Systems, 2018Co-Authors: Aastha Pant, Anup Shrestha, Eric Kong, Mustafa AllyAbstract:There is a strong desire to enhance organisational Knowledge transfer based on Knowledge Stock. A review of current literature was conducted which highlighted the importance of IT to identify Knowledge Stock of people for effective Knowledge transfer. Furthermore, we conducted a systematic mapping of scholarly studies to explore the use of IT in tacit and explicit Knowledge transfer by conducting a search in four databases: IEEE Xplorer, ScienceDirect, Scopus and Springer. We found that most of the studies have highlighted the importance of IT in explicit Knowledge transfer only. We expanded our review to include the top eight journals in Information Systems and obtained the same result. Our findings demonstrate the lack of use of IT towards identifying Knowledge Stock to enable tacit Knowledge transfer. In the next phase of our research, we plan to use an IT artefact for tacit Knowledge transfer by identifying Knowledge Stock of IT professionals.
Jin Nam Choi - One of the best experts on this subject based on the ideXlab platform.
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Effects of team Knowledge management on the creativity and financial performance of organizational teams
Organizational Behavior and Human Decision Processes, 2012Co-Authors: Sun Young Sung, Jin Nam ChoiAbstract:An increasing number of organizations are turning to teams for innovation and creativity. The present study investigated the effects of team Knowledge management (TKM) on the creativity and financial performance of organizational teams. Our analysis of data collected from 65 sales teams, across 35 branches of a Korean insurance company, showed that team Knowledge utilization (but not team Knowledge Stock) was positively related to team creativity, which in turn predicted team financial performance over the 6-month period. The positive effects of Knowledge utilization were stronger when team leaders had a systematic cognitive style and when teams were exposed to high environmental uncertainty. Furthermore, the systematic cognitive style of leaders had a positive main effect on team creativity and positively moderated the relationship between team Knowledge Stock and team creativity. The implications of these findings were considered, and some possible directions for future research were suggested.
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Effects of team Knowledge management on the creativity and financial performance of organizational teams
Organizational Behavior and Human Decision Processes, 2012Co-Authors: Sun Young Sung, Jin Nam ChoiAbstract:An increasing number of organizations are turning to teams for innovation and creativity. The present study investigated the effects of team Knowledge management (TKM) on the creativity and financial performance of organizational teams. Our analysis of data collected from 65 sales teams, across 35 branches of a Korean insurance company, showed that team Knowledge utilization (but not team Knowledge Stock) was positively related to team creativity, which in turn predicted team financial performance over the 6-month period. The positive effects of Knowledge utilization were stronger when team leaders had a systematic cognitive style and when teams were exposed to high environmental uncertainty. Furthermore, the systematic cognitive style of leaders had a positive main effect on team creativity and positively moderated the relationship between team Knowledge Stock and team creativity. The implications of these findings were considered, and some possible directions for future research were suggested. © 2012 Elsevier Inc.
