How firms undertake organizational changes to shift to more-exploratory strategies: A process perspective
| Autor: | Jane Bjørn Vedel, Olga Kokshagina |
|---|---|
| Přispěvatelé: | Copenhagen Business School [Copenhagen] (CBS), Centre de Gestion Scientifique i3 (CGS i3), MINES ParisTech - École nationale supérieure des mines de Paris, Université Paris sciences et lettres (PSL)-Université Paris sciences et lettres (PSL)-Centre National de la Recherche Scientifique (CNRS), Royal Melbourne Institute of Technology University (RMIT University) |
| Jazyk: | angličtina |
| Rok vydání: | 2021 |
| Předmět: |
Process (engineering)
Balancing mechanisms Strategy and Management Comparative case Exploratory research Management Science and Operations Research 050905 science studies Affect (psychology) Process perspective [SHS]Humanities and Social Sciences Management of Technology and Innovation 0502 economics and business Research policy Organizational adaptation Organizational structures Organizational theory Industrial organization ComputingMilieux_THECOMPUTINGPROFESSION 05 social sciences Perspective (graphical) Exploration-exploitation [SHS.GESTION]Humanities and Social Sciences/Business administration Organizational structure Business 0509 other social sciences 050203 business & management |
| Zdroj: | Research Policy Research Policy, Elsevier, 2021, ⟨10.1016/j.respol.2020.104118⟩ |
| ISSN: | 0048-7333 |
| DOI: | 10.1016/j.respol.2020.104118⟩ |
| Popis: | International audience; Firms' organization of exploratory research has interested scholars of both research policy and organization theory, yet we still know too little about how firms undertake organizational changes to shift to more-exploratory strategies. Adopting a process perspective, we explore this question through a longitudinal, comparative case study of a Danish pharmaceutical firm and a French-Italian semiconductor firm. We demonstrate how firms adjust their organizational structures to increase exploration, a process of constantly addressing countervailing organizational and interorganizational demands by deploying, combining, and changing balancing mechanisms at the organizational and managerial levels. Moreover, our findings show that firms' different organizational structures affect their adaptations to exploratory outcomes. These findings advance theory because they illuminate the dynamic interplay between firms' adjustments of organizational structures and their movements toward more exploration. We use a recursive process model to theorize our findings. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
|
Full Text from ScienceDirect