{"title":"Incremental and 'radical' innovation in an emergent country automotive subsidiary: is there any organisational ambidexterity there","authors":"Hélio Henrique de Matos, A. Dias, R. B. Bagno","doi":"10.1504/IJATM.2019.10021996","DOIUrl":null,"url":null,"abstract":"Organisational ambidexterity is the capacity to simultaneously perform 'exploitation' and 'exploration', that is to exploit existing skills, for instance through incremental innovation, without abandoning the exploration of new opportunities, e.g., through radical or major innovation. This paper aims to analyse how an emergent country automotive subsidiary organises itself for innovation and undertook exploration and exploitation efforts in the context of a multinational group over time. Research was done from a single retrospective, qualitative study. Results showed the existence of 'parallel structures', 'contextual ambidexterity' and 'temporal balancing' for ambidexterity. The relation between organisational ambidexterity and the trajectory of the subsidiary concerning international division of innovative labour was analysed, thus providing a conceptual contribution in order to understand the dynamics of organisation for innovation and, particularly, ambidexterity in the context of multinational companies. Managerial and theoretical implications are discussed especially regarding the impacts of organisational ambidexterity on subsidiaries' capability upgrading processes.","PeriodicalId":35873,"journal":{"name":"International Journal of Automotive Technology and Management","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2019-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Automotive Technology and Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1504/IJATM.2019.10021996","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"Engineering","Score":null,"Total":0}
引用次数: 1
Abstract
Organisational ambidexterity is the capacity to simultaneously perform 'exploitation' and 'exploration', that is to exploit existing skills, for instance through incremental innovation, without abandoning the exploration of new opportunities, e.g., through radical or major innovation. This paper aims to analyse how an emergent country automotive subsidiary organises itself for innovation and undertook exploration and exploitation efforts in the context of a multinational group over time. Research was done from a single retrospective, qualitative study. Results showed the existence of 'parallel structures', 'contextual ambidexterity' and 'temporal balancing' for ambidexterity. The relation between organisational ambidexterity and the trajectory of the subsidiary concerning international division of innovative labour was analysed, thus providing a conceptual contribution in order to understand the dynamics of organisation for innovation and, particularly, ambidexterity in the context of multinational companies. Managerial and theoretical implications are discussed especially regarding the impacts of organisational ambidexterity on subsidiaries' capability upgrading processes.
期刊介绍:
IJATM is a vehicle to provide a refereed and authoritative source of information in the field of automotive technology, automotive management and related disciplines.