The Importance of Differentiation for Organizational Ambidexterity
DOI:
https://doi.org/10.51094/jxiv.959Keywords:
differentiation, the integrated N-T model, organizational ambidexterity, structural ambidexterity, congrunceAbstract
There are many companies that want to be organizational ambidexterity, but there are various hurdles to achieving this. In particular, with regard to the structural ambidexterity that is common in large companies, there is often discussion about the difficulties in integrating a new unit that have been structurally separated and then later integrating them into existing units or core businesses. However, in Japanese companies, which are highly homogeneous in nature, it is pointed out that rather than integration, the inability to move on to the next phase due to insufficient differentiation in the earliest stage may prevent them from reaching the organizational ambidexterity they are hoping for. The case of Company A, a large Japanese company in the software industry, which we will discuss in this paper, is considered to be a typical example of this.
If it is possible to determine in advance to some extent whether there is insufficient differentiation as identified in Company A, and what kinds of points of insufficient differentiation are, then by working to improve these points, it should be possible to prevent the initiative from stumbling along the way, and as a result, it should also be possible to expect an increase in the feasibility of achieving organizational ambidexterity. In this paper, we would also like to propose the use of the integrated N-T model (Ando, 2023) as a useful support tool for this purpose.
Conflicts of Interest Disclosure
The first author was a research partner of MIMIGURI, Inc. in FY2022.Downloads *Displays the aggregated results up to the previous day.
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Submitted: 2024-11-09 22:05:12 UTC
Published: 2024-11-12 07:57:33 UTC
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Fumie Ando
Yumi Tonan
Keisuke Tomata
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