Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework

Organizational ambidexterity arises as an organization’s ability to employ efforts on contradictory goals, such as exploration and exploitation for long-term success and long-lasting performance. In addition, the organization faces risks inherent in the management of its administrative capacity. How...

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Autores principales:	Elizandra Severgnini, Adriana Roseli Wünsch Takahashi, Gustavo Abib
Formato:	article
Lenguaje:	EN PT
Publicado:	FUCAPE Business School 2019
Materias:	risk ambidexterity uncertainty meta synthesis exploration exploitation Business HF5001-6182
Acceso en línea:	https://doaj.org/article/309eef3b92df4ad2bd0b77f6f8669e8c
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spelling	oai:doaj.org-article:309eef3b92df4ad2bd0b77f6f8669e8c2021-11-11T15:48:08ZRisk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework1807-734X10.15728/bbr.2019.16.5.4https://doaj.org/article/309eef3b92df4ad2bd0b77f6f8669e8c2019-01-01T00:00:00Zhttp://www.redalyc.org/articulo.oa?id=123066812004https://doaj.org/toc/1807-734XOrganizational ambidexterity arises as an organization’s ability to employ efforts on contradictory goals, such as exploration and exploitation for long-term success and long-lasting performance. In addition, the organization faces risks inherent in the management of its administrative capacity. However, to date, we did not find a systematic qualitative-research review on risk and organizational ambidexterity. This paper fills this gap by systematically reviewing existing qualitative case studies on risk and organizational ambidexterity published in peer-reviewed journals. To fulfill this objective, we used a meta-synthesis of qualitative synthesis case studies in order to identify possible cause and effect relationships between the constructs and to propose a theoretical model. The results showed that risk and uncertainty influence the way the organization invests resources in exploration or in exploitation. Second, the findings indicated that risk moderates the direct effect of exploration and exploitation on performance and on decision making, amplifying or reducing their effects. Third, the framework suggests that risk has a direct effect on organizational performance, reducing it, or influencing strategic decision-making (ranging from intuitive to rational decision).Elizandra SevergniniAdriana Roseli Wünsch TakahashiGustavo AbibFUCAPE Business SchoolarticleriskambidexterityuncertaintymetasynthesisexplorationexploitationBusinessHF5001-6182ENPTBBR: Brazilian Business Review, Vol 16, Iss 5, Pp 470-499 (2019)
institution	DOAJ
collection	DOAJ
language	EN PT
topic	risk ambidexterity uncertainty meta synthesis exploration exploitation Business HF5001-6182
spellingShingle	risk ambidexterity uncertainty meta synthesis exploration exploitation Business HF5001-6182 Elizandra Severgnini Adriana Roseli Wünsch Takahashi Gustavo Abib Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
description	Organizational ambidexterity arises as an organization’s ability to employ efforts on contradictory goals, such as exploration and exploitation for long-term success and long-lasting performance. In addition, the organization faces risks inherent in the management of its administrative capacity. However, to date, we did not find a systematic qualitative-research review on risk and organizational ambidexterity. This paper fills this gap by systematically reviewing existing qualitative case studies on risk and organizational ambidexterity published in peer-reviewed journals. To fulfill this objective, we used a meta-synthesis of qualitative synthesis case studies in order to identify possible cause and effect relationships between the constructs and to propose a theoretical model. The results showed that risk and uncertainty influence the way the organization invests resources in exploration or in exploitation. Second, the findings indicated that risk moderates the direct effect of exploration and exploitation on performance and on decision making, amplifying or reducing their effects. Third, the framework suggests that risk has a direct effect on organizational performance, reducing it, or influencing strategic decision-making (ranging from intuitive to rational decision).
format	article
author	Elizandra Severgnini Adriana Roseli Wünsch Takahashi Gustavo Abib
author_facet	Elizandra Severgnini Adriana Roseli Wünsch Takahashi Gustavo Abib
author_sort	Elizandra Severgnini
title	Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
title_short	Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
title_full	Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
title_fullStr	Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
title_full_unstemmed	Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework
title_sort	risk and organizational ambidexterity: a meta-synthesis of a case study and a framework
publisher	FUCAPE Business School
publishDate	2019
url	https://doaj.org/article/309eef3b92df4ad2bd0b77f6f8669e8c
work_keys_str_mv	AT elizandrasevergnini riskandorganizationalambidexterityametasynthesisofacasestudyandaframework AT adrianaroseliwunschtakahashi riskandorganizationalambidexterityametasynthesisofacasestudyandaframework AT gustavoabib riskandorganizationalambidexterityametasynthesisofacasestudyandaframework
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Risk and Organizational Ambidexterity: A Meta-Synthesis of a Case Study and a Framework

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