Disentangling the antecedents of ambidexterity: Exploration and exploitation

摘要

Highlights•We test for integrative and differentiating predictors of exploration and exploitation in a sample of 422 SMEs in the UK.•Continuous Improvement is a common predictor of exploitation, exploration and ambidexterity.•Top Management Team composition drives exploitation, exploration and ambidexterity.•More surprisingly, R&D investments do not contribute for firms’ exploitation.•Written vision as a way of communicating priorities makes little difference to exploration.AbstractWe view ambidexterity as a paradox whereby its components, exploration and exploitation, generate persistent and conflicting demands on an organization. Drawing on the attention based view of the firm (ABV), we examine three antecedents of organizational ambidexterity that reflect ABV’s three principles − the principle of focus of attention; the principle of situated attention; and the principle of structural distribution of attention. Specifically, we examine the influence of top management team (TMT) composition, whether or not the firm has a clear written vision, and the extent to which organizational attention is focused on investments in R&D, and continuous improvement. We empirically validate our model on a sample of 422 small and medium-sized enterprises in the UK and find that ambidexterity is supported by a blend of integration and differentiation approaches.