Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

By Justin J. P. Jansen, M. Tempelaar, Frans A. J. Van den Bosch, Henk W. Volberda. Organ. Sci., 2008

1,059 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/42f2d554715642f6e23b9fa1d283b801281f776c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Olli‐Pekka Kauppila
2. Michael L. Tushman
3. Keld Laursen
4. Nathan R. Furr
5. Christopher B. Bingham
6. N. Turner
7. Harvey Maylor
8. Juani Swart

In Management Science and Operations Research

1. Olli‐Pekka Kauppila
2. Christopher B. Bingham
3. N. Turner
4. Julian Birkinshaw
5. Sebastian Raisch
6. Harvey Maylor
7. Juani Swart
8. Ellen Enkel

In Strategy and Management

1. Olli‐Pekka Kauppila
2. M. Tempelaar
3. Michael L. Tushman
4. N. Turner
5. Nicole Rosenkranz
6. Sebastian Raisch
7. Julian Birkinshaw
8. Christopher B. Bingham

Citations in the corpus

• The Essence of Dynamic Capabilities and their Measurement (2018, neutral): “(2013), Jansen et al .”
• Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, positive): “The use of both formal and informal managerial integration and control mechanisms (processes), including cross-functional interfaces, also contribute to improved performance (Jansen et al., 2009; Tiwana, 2010).”
• Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “Prior studies have also controlled for the level of environmental dynamism, as perceived by the top management team (Jansen et al., 2009; Lubatkin et al.).”
• CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, background): “…and flexibility are contradictory choices that require mutually exclusive solutions that support either efficiency or flexibility (Duncan 1976, Jansen et al. 2009, Lubatkin et al. 2006, Raisch and Birkinshaw 2008, Raisch et al. 2009, Tushman and O’Reilly 1996; see also the Organization…”
• Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “The Jansen et al. (2009) article “Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms” claims that structural differentiation can help ambidextrous organizations maintain multiple inconsistent and conflicting demands; however, these differentiated activities…”