Scribd Logo
Upload

Welcome to Scribd!

  • 106 views

    Topic: Sustainability From Viewpoint Ambidexterity, Leadership and Organizational Learning

    Uploaded by

    Dini Ariyanti
    This document discusses the concepts of exploration and exploitation, which are important for organizational learning and adaptation. Exploration involves searching for new possibilities through experimentation and risk-taking, while exploitation focuses on refining and implementing existing certainties for efficiency. Both are necessary, but require different structures, strategies, and cultures. The document outlines how exploration is associated with organic structures and emerging markets, while exploitation relies on mechanistic structures and stable markets. It emphasizes that organizations need to balance exploration and exploitation to survive and prosper. Maintaining this balance is a key challenge that ambidextrous organizations address through establishing independent but integrated exploratory and exploitative units.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    Topic: Sustainability From Viewpoint Ambidexterity, Leadership and Organizational Learning

    Uploaded by

    Dini Ariyanti
    106 views25 pages
    This document discusses the concepts of exploration and exploitation, which are important for organizational learning and adaptation. Exploration involves searching for new possibilities through experimentation and risk-taking, while exploitation focuses on refining and implementing existing certainties for efficiency. Both are necessary, but require different structures, strategies, and cultures. The document outlines how exploration is associated with organic structures and emerging markets, while exploitation relies on mechanistic structures and stable markets. It emphasizes that organizations need to balance exploration and exploitation to survive and prosper. Maintaining this balance is a key challenge that ambidextrous organizations address through establishing independent but integrated exploratory and exploitative units.

    Original Description:

    Ambidexterity Organization

    Original Title

    Ambidexterity

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses the concepts of exploration and exploitation, which are important for organizational learning and adaptation. Exploration involves searching for new possibilities through experimentation and risk-taking, while exploitation focuses on refining and implementing existing certainties for efficiency. Both are necessary, but require different structures, strategies, and cultures. The document outlines how exploration is associated with organic structures and emerging markets, while exploitation relies on mechanistic structures and stable markets. It emphasizes that organizations need to balance exploration and exploitation to survive and prosper. Maintaining this balance is a key challenge that ambidextrous organizations address through establishing independent but integrated exploratory and exploitative units.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    106 views25 pages

    Topic: Sustainability From Viewpoint Ambidexterity, Leadership and Organizational Learning

    Uploaded by

    Dini Ariyanti
    This document discusses the concepts of exploration and exploitation, which are important for organizational learning and adaptation. Exploration involves searching for new possibilities through experimentation and risk-taking, while exploitation focuses on refining and implementing existing certainties for efficiency. Both are necessary, but require different structures, strategies, and cultures. The document outlines how exploration is associated with organic structures and emerging markets, while exploitation relies on mechanistic structures and stable markets. It emphasizes that organizations need to balance exploration and exploitation to survive and prosper. Maintaining this balance is a key challenge that ambidextrous organizations address through establishing independent but integrated exploratory and exploitative units.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 25

    TOPIC

    Sustainability from viewpoint Ambidexterity,


    Leadership and Organizational Learning
    Course :
    Session #D1332
    12 and Special
    13 Topics
    Ambidextrous Organization

    Compilation from many source

    Andrew Davies_Professor Management of Projects, The


    Bartlett Faculty of the Built Environment_School of
    Construction and Project Management_Adjunct Professor,
    Department of Leadership and Organizational Behaviour, BI
    Strategic Knowledge Management-Two enterprises Bo Cai
    Min Christine R48951143
    The Concepts of Exploration &
    Exploitation
    A central concern of studies of adaptive processes is the
    relation between the exploration of new possibilities and
    the exploitation of old certainties (in organizational
    learning).
    Exploration includes things captured by terms such as
    search, variation, risk taking, experimentation, play,
    flexibility, discovery, innovation.
    Exploitation includes such things as refinement,
    choice, production, efficiency, selection,
    implementation, execution.
    March, 1991, Exploration and Exploitation in Organizational learning, Organization Science,
    V2, p71.
    3
    The Concepts of
    Exploration & Exploitation
    They are in terms of (or defined as)
    Actions (Behaviors) ?
    Capabilities ?
    Norms (Culture, Climate) ?
    Processes ?
    Strategies ?
    Structures (Functions) ?

    4
    The Concepts of
    Exploration & Exploitation
    Exploration implies firm behaviors characterized
    by search, discovery, experimentation, risk
    taking and innovation, while exploitation
    implies firm behaviors characterized by
    refinement, implementation, efficiency,
    production and selection.

    He & Wong, 2004, Exploration vs. Exploitation: An Empirical Test of the Ambidexterity
    Hypothesis, Organization Science, V15, p481.
    5
    The Concepts of
    Exploration & Exploitation
    Exploration and exploitation require substantially
    different structures, processes, strategies, capabilities,
    and cultures to pursue and may have different impacts
    on firm adaptation and performance (He & Wong, 2004).
    Exploration is associated with organic structures,
    loosely coupled systems, path breaking,
    improvisation, autonomy and chaos, and emerging
    markets and technologies.
    Exploitation is associated with mechanistic
    structures, tightly coupled systems, path
    dependence, routinization, control and bureaucracy,
    and stable markets and technologies
    6
    The Concepts of
    Exploration & Exploitation
    The returns associated with exploration are
    more variable and distant in time, while the
    returns associated with exploitation are more
    certain and closer in time (He & Wong, 2004).
    In other words, explorative firms generate
    larger performance variation by
    experiencing substantial success as well as
    failure, while exploitative firms are likely to
    generate more stable performance.

    7
    The Concepts of Balance
    Maintaining an appropriate balance between
    exploration and exploitation is a primary factor
    in system survival and prosperity (March, 1991).
    Firms need to achieve a balance between
    exploration and exploitation to achieve superior
    performance (Tushman and OReilly, 1996).

    8
    The innovation balancing act

    Pressures to innovate confront businesses as well as people


    with another demanding balancing act: keeping up with the
    activities we are already committed to, to reap the benefits
    of our investment in them, while at the same time starting
    new activities that will be of benefit in the future. While
    caught in the mainstream, we must also generate
    newstreams
    Rosabeth Moss Kanter When Giants Learn to Dance
    (1990)

    March (1990)
    Exploratory learning
    Exploitative learning
    Types of projects

    Mainstream projects Newstream projects


    Transfer of capabilities across similar projects Innovation and renewal of capabilities
    Support the momentum behind a companys No experience base
    existing business Breakthrough initiatives in technologies,
    Focused on existing customers needs and products, processes, and services
    established technologies

    Existing business develops a Breakout into new technologies and


    reputation for doing what it does markets is led by:
    best, repeats certain types of projects
    by exploiting specific products, Breakthrough project (Tushman &
    contingencies and programmes OReilly, 2004)
    (Mintzberg 1983:27).

    Rosabeth Moss Kanter (1990) When Giants Learn to Dance


    Organising for breakthroughs

    Most successful enterprises are adept at refining their


    current offerings, but they falter when it comes to
    pioneering radically new products and services
    OReilly and Tushman (2004) The Ambidextrous
    Organization, Harvard Business Review

    Two types of organisational units:


    Exploitative units: make steady improvements in
    existing business incremental innovations
    Exploratory units: breakthrough projects radical
    innovations beyond current products or markets
    Functional designs Cross-functional teams
    integrate teams into the existing operate within the established organisation but
    organisational and management structure outside the existing management hierarchy
    General Manager General Manager

    Mfg Sales R&D Mfg Sales R&D

    Emerging Business
    Unsupported teams
    are set up outside the established organisation and
    management hierarchy
    General Manager

    Mfg Sales R&D Emerging


    Business
    Ambidextrous organisation
    establish project teams that are structurally independent units, each
    having its own processes, structures and cultures, but are integrated
    into the existing management hierarchy

    General Manager

    Existing Emerging
    Business Business

    Mfg Sales R&D Mfg Sales R&D


    Scope of ambidexterity

    Alignment of: Exploitative Business Exploratory Business


    Strategic intent cost, profit innovation, growth
    Critical tasks operations, efficiency, adaptability, new products,
    incremental innovation breakthrough innovation
    Competencies operational entrepreneurial
    Structure formal, mechanistic adaptive loose
    Controls, rewards margins, productivity milestones, growth

    Culture efficiency, low risk, quality, risk taking, speed, flexibility,


    customers experimentation
    Leadership role authoritative, top-down visionary, bold

    Ambidextrous Leadership
    Different alignments held together through senior-team integration, common
    vision and values, and common senior-team rewards
    Topics
    Reference(s) as Consideration
    Yet, it is not the only Reference for this topic

    Those references are listed in the next several slides.


    The CHOSEN References have to be transformed as:
    a. Class Discussion, and Case Presentation
    b. Individual and Team Assignment
    c. Paper Writing
    All of those a,b,c aspects are synergized within the
    INDUSTRIAL ENGINEERING Disciplines, in at least one of the
    Supply Chain, Manufacturing and Services.
    Yet, The Faculty Members and Students, are encourage to widen the Scope of
    Discussion within Multidisiplinary spirit, and in Indonesian Context.
    Several Open Accesses ( FREE ) References, are
    available in the following website, but not limited to:

    a. Website of Library Bina Nusantara


    b. Website of Perpustakaan Nasional Republik
    Indonesia ( PNRI )
    NOTE: You need to read the whole Journals,
    And NOT ONLY the except in this slide.
    Thus, It is suggested that you search it through
    Website of Library Binus and PNRI
    NOTE: You need to read the whole Journals,
    And NOT ONLY the except in this slide.
    Thus, It is suggested that you search it through
    Website of Library Binus and PNRI
    Learning Outcomes
    Referring to Course Description, the keywords are the
    Special Topics in Supply Chain, Manufacturing and
    Service Industry; then, this course covers the
    application in those three Industries.

    Furthermore, the other important keywords are:


    THEORETICAL and EMPIRICAL Aspects.
    The Mentioned THEORETICAL, can be obtained from
    prior semesters that student have learned about all
    those Supply Chain, Manufacturing and Service
    Industry.

    Meanwhile, the EMPIRICAL Aspects, can be obtained


    from students exposures to any field observation
    and study in Internship (Kerja Praktek), and/or Final
    Project ( Tugas Akhir/Skripsi )
    Teaching and Learning
    Strategies
    Referring to Teaching and Learning Studies,
    This courses emphasize all those 5 activities.

    All those 5 activities, require STUDENTS to be


    proactive and read several references BEFORE the
    class begin, involving several PREPARATIONS in
    which STUDENTS have to prepare as individual
    and/or as a Team.

    Those STUDENTS preparation will enrich all


    activities in Teaching and Learning Studies.

    The detail on the depth and the width of the


    preparation, are guided by the FACULTY MEMBER
    that teaches this course; and according to the
    FEEDBACKS from Both Faculty and Students.
    The references that need to be prepared by
    STUDENTS, are the following, but not limited to:
    a. INTERNATIONAL JOURNALS, ranging from 2010
    until 2015.
    b. Supporting classical Journals, from years before
    2010.
    c. Textbook(s), Handbook(s)
    d. References that are provided by Faculty Member
    e. References that are proposed by Students

    You might also like