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- Title
How Managers Evoke Ambidexterity and Collaboration: A Qualitative Study in a Dutch Hospital.
- Authors
Koster, Ferry; van Bree, Gina
- Abstract
While many organizations aim at achieving multiple, sometimes contrasting, goals (such as combining innovation with efficiency), not much is known about what managers can do to create organizational ambidexterity. Theory suggests that organizational ambidexterity requires collaboration with organizations and that, in turn, managers can facilitate collaborative relations. Nevertheless, so far, the link between management, collaboration, and ambidexterity has not been fully investigated. We conducted a qualitative study in a Dutch hospital to map this link. The results show that there is evidence for this link. The main conclusion of this study is that managing collaboration and ambidexterity are processes; organizations switch between innovation and exploitation instead of being ambidextrous all the time, managers have an active role in guiding this process by creating collaboration through four distinct mechanisms (discipline, stretch, trust, and support) and ambidexterity in turn strengthens collaboration through increased interdependency.
- Subjects
ORGANIZATIONAL ambidexterity; ORGANIZATIONAL goals; ORGANIZATIONAL change; MEDICAL care; EXECUTIVES
- Publication
International Journal of Innovation & Technology Management, 2018, Vol 15, Issue 6, pN.PAG
- ISSN
0219-8770
- Publication type
Article
- DOI
10.1142/S0219877018500499