Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox

Attaining competitive advantage is especially crucial for innovative firms. Due to increased competition, firms employ various types of innovation activities to position themselves against their competitors. Ambidexterity and strategic agility have been found to strengthen this position. Whereas sch...

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Autores principales:	Thomas Clauss, Sascha Kraus, Friedrich Lukas Kallinger, Peter M. Bican, Alexander Brem, Norbert Kailer
Formato:	article
Lenguaje:	EN
Publicado:	Elsevier 2021
Materias:	Strategic agility Firm innovation Ambidexterity Competitive advantage Strategy History of scholarship and learning. The humanities AZ20-999 Social sciences (General) H1-99
Acceso en línea:	https://doaj.org/article/18b0bf7fbd08427493bca71c21c986b0
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spelling	oai:doaj.org-article:18b0bf7fbd08427493bca71c21c986b02021-11-28T04:34:57ZOrganizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox2444-569X10.1016/j.jik.2020.07.003https://doaj.org/article/18b0bf7fbd08427493bca71c21c986b02021-10-01T00:00:00Zhttp://www.sciencedirect.com/science/article/pii/S2444569X20300317https://doaj.org/toc/2444-569XAttaining competitive advantage is especially crucial for innovative firms. Due to increased competition, firms employ various types of innovation activities to position themselves against their competitors. Ambidexterity and strategic agility have been found to strengthen this position. Whereas scholars analyzed strategic agility’s and ambidexterity’s impact on organizational performance, ambidexterity’s impact on the competitive advantage of organizations remains largely unexplored. Tensions between exploration and exploitation within an ambidextrous strategy make it difficult to reap benefits in establishing competitive advantage. Contrary, strategic agility centers on organization’s capacities to quickly respond to shifting demand, hence, increasing its competitive advantage. Through a mixed-method approach, comprising of a literature review and quantitative analyses of 150 German mid-sized firms in the engineering industry, it is demonstrated how ambidexterity, exploration and exploitation, in conjunction with strategic agility, affect the competitive advantage of firms. In order to sustain, firms should either favor an exploration strategy of innovation processes to come up with radically new knowledge, products and services, or combine an exploitation strategy with strategic agility. A strategy of sole exploitation is not beneficial towards increased competitive advantage, while an ambidextrous strategy seems to even negatively influence the competitive advantage of a firm. Resumen: Lograr una ventaja competitiva es crucial para las empresas innovadoras. Como consecuencia del aumento de la competencia, las empresas utilizan diversos tipos de actividades innovadoras para posicionarse frente a sus competidores. Se ha descubierto que la ambidestreza y la agilidad estratégica fortalecen esta posición. Diversos estudios han analizado el impacto de la agilidad estratégica y la ambidestreza en el desempeño organizacional. Sin embargo, el impacto de la ambidestreza en la ventaja competitiva de las organizaciones permanece en gran parte inexplorado. Las tensiones entre la exploración y la explotación que definen una estrategia ambidiestra aumentan la dificultad de obtener beneficios al establecer una ventaja competitiva. Por el contrario, la agilidad estratégica se centra en las capacidades de la organización para responder rápidamente a la demanda cambiante y, por lo tanto, aumentar su ventaja competitiva. Mediante un enfoque de método mixto, que comprende tanto una revisión de la literatura como el análisis cuantitativos de 150 empresas medianas alemanas en la industria de la ingeniería, se demuestra cómo la ambidestreza, la exploración y la explotación, junto con la agilidad estratégica, afectan a la ventaja competitiva. Para ser sostenibles en el largo plazo, las empresas deben favorecer una estrategia de exploración de procesos de innovación para generar conocimientos, productos y servicios radicalmente nuevos, o combinar una estrategia de explotación con la agilidad estratégica. Una estrategia de explotación exclusiva no es beneficiosa para una mayor ventaja competitiva, mientras que una estrategia ambidiestra parece incluso influir negativamente en la ventaja competitiva.Thomas ClaussSascha KrausFriedrich Lukas KallingerPeter M. BicanAlexander BremNorbert KailerElsevierarticleStrategic agilityFirm innovationAmbidexterityCompetitive advantageStrategyHistory of scholarship and learning. The humanitiesAZ20-999Social sciences (General)H1-99ENJournal of Innovation & Knowledge, Vol 6, Iss 4, Pp 203-213 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	Strategic agility Firm innovation Ambidexterity Competitive advantage Strategy History of scholarship and learning. The humanities AZ20-999 Social sciences (General) H1-99
spellingShingle	Strategic agility Firm innovation Ambidexterity Competitive advantage Strategy History of scholarship and learning. The humanities AZ20-999 Social sciences (General) H1-99 Thomas Clauss Sascha Kraus Friedrich Lukas Kallinger Peter M. Bican Alexander Brem Norbert Kailer Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
description	Attaining competitive advantage is especially crucial for innovative firms. Due to increased competition, firms employ various types of innovation activities to position themselves against their competitors. Ambidexterity and strategic agility have been found to strengthen this position. Whereas scholars analyzed strategic agility’s and ambidexterity’s impact on organizational performance, ambidexterity’s impact on the competitive advantage of organizations remains largely unexplored. Tensions between exploration and exploitation within an ambidextrous strategy make it difficult to reap benefits in establishing competitive advantage. Contrary, strategic agility centers on organization’s capacities to quickly respond to shifting demand, hence, increasing its competitive advantage. Through a mixed-method approach, comprising of a literature review and quantitative analyses of 150 German mid-sized firms in the engineering industry, it is demonstrated how ambidexterity, exploration and exploitation, in conjunction with strategic agility, affect the competitive advantage of firms. In order to sustain, firms should either favor an exploration strategy of innovation processes to come up with radically new knowledge, products and services, or combine an exploitation strategy with strategic agility. A strategy of sole exploitation is not beneficial towards increased competitive advantage, while an ambidextrous strategy seems to even negatively influence the competitive advantage of a firm. Resumen: Lograr una ventaja competitiva es crucial para las empresas innovadoras. Como consecuencia del aumento de la competencia, las empresas utilizan diversos tipos de actividades innovadoras para posicionarse frente a sus competidores. Se ha descubierto que la ambidestreza y la agilidad estratégica fortalecen esta posición. Diversos estudios han analizado el impacto de la agilidad estratégica y la ambidestreza en el desempeño organizacional. Sin embargo, el impacto de la ambidestreza en la ventaja competitiva de las organizaciones permanece en gran parte inexplorado. Las tensiones entre la exploración y la explotación que definen una estrategia ambidiestra aumentan la dificultad de obtener beneficios al establecer una ventaja competitiva. Por el contrario, la agilidad estratégica se centra en las capacidades de la organización para responder rápidamente a la demanda cambiante y, por lo tanto, aumentar su ventaja competitiva. Mediante un enfoque de método mixto, que comprende tanto una revisión de la literatura como el análisis cuantitativos de 150 empresas medianas alemanas en la industria de la ingeniería, se demuestra cómo la ambidestreza, la exploración y la explotación, junto con la agilidad estratégica, afectan a la ventaja competitiva. Para ser sostenibles en el largo plazo, las empresas deben favorecer una estrategia de exploración de procesos de innovación para generar conocimientos, productos y servicios radicalmente nuevos, o combinar una estrategia de explotación con la agilidad estratégica. Una estrategia de explotación exclusiva no es beneficiosa para una mayor ventaja competitiva, mientras que una estrategia ambidiestra parece incluso influir negativamente en la ventaja competitiva.
format	article
author	Thomas Clauss Sascha Kraus Friedrich Lukas Kallinger Peter M. Bican Alexander Brem Norbert Kailer
author_facet	Thomas Clauss Sascha Kraus Friedrich Lukas Kallinger Peter M. Bican Alexander Brem Norbert Kailer
author_sort	Thomas Clauss
title	Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
title_short	Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
title_full	Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
title_fullStr	Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
title_full_unstemmed	Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox
title_sort	organizational ambidexterity and competitive advantage: the role of strategic agility in the exploration-exploitation paradox
publisher	Elsevier
publishDate	2021
url	https://doaj.org/article/18b0bf7fbd08427493bca71c21c986b0
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Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox

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