{"title":"利用组织的灵活性,在快节奏的生产环境中实施长期技术变革","authors":"Anna Sannö, Sandra Rothenberg, Ezekiel Leo","doi":"10.1108/jmtm-07-2023-0268","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>In this paper, we focus on how and when organizations adopt different types of ambidexterity to facilitate projects that operate with fundamentally different time scales compared with the dominant functions of the organization.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Using a comparative case study design, four case studies were conducted of long-term projects in two similar manufacturing plants within the same organization.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>We found organizations first use structural and sequential ambidexterity in change efforts, during which new process knowledge is developed. When structural and sequential ambidexterity are not viable, change agents use this developed knowledge to support contextual ambidexterity. This contextual ambidexterity allows change agents to move between distinct time conceptions of event time and clock time.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>One of the limitations of this study was that it only focused on two plants within one organization in order to control for variation. Future studies should look at a wider range of companies, technologies and industries.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>While structurally and temporally decoupling change efforts help with differentiation of new technological change, there are limitations with these efforts. It is important to build an organization’s contextual ambidexterity as well as organizational supports to facilitate switching between clock time and event time.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This paper helps explain how and when organizations use different types of ambidexterity in resolving temporal conflicts when implementing longer-term technological change in fast-paced manufacturing settings.</p><!--/ Abstract__block -->","PeriodicalId":16301,"journal":{"name":"Journal of Manufacturing Technology Management","volume":null,"pages":null},"PeriodicalIF":7.3000,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Utilizing organizational ambidexterity to implement long-term technical change in fast-paced manufacturing settings\",\"authors\":\"Anna Sannö, Sandra Rothenberg, Ezekiel Leo\",\"doi\":\"10.1108/jmtm-07-2023-0268\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>In this paper, we focus on how and when organizations adopt different types of ambidexterity to facilitate projects that operate with fundamentally different time scales compared with the dominant functions of the organization.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>Using a comparative case study design, four case studies were conducted of long-term projects in two similar manufacturing plants within the same organization.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>We found organizations first use structural and sequential ambidexterity in change efforts, during which new process knowledge is developed. When structural and sequential ambidexterity are not viable, change agents use this developed knowledge to support contextual ambidexterity. This contextual ambidexterity allows change agents to move between distinct time conceptions of event time and clock time.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p>One of the limitations of this study was that it only focused on two plants within one organization in order to control for variation. Future studies should look at a wider range of companies, technologies and industries.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>While structurally and temporally decoupling change efforts help with differentiation of new technological change, there are limitations with these efforts. 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Utilizing organizational ambidexterity to implement long-term technical change in fast-paced manufacturing settings
Purpose
In this paper, we focus on how and when organizations adopt different types of ambidexterity to facilitate projects that operate with fundamentally different time scales compared with the dominant functions of the organization.
Design/methodology/approach
Using a comparative case study design, four case studies were conducted of long-term projects in two similar manufacturing plants within the same organization.
Findings
We found organizations first use structural and sequential ambidexterity in change efforts, during which new process knowledge is developed. When structural and sequential ambidexterity are not viable, change agents use this developed knowledge to support contextual ambidexterity. This contextual ambidexterity allows change agents to move between distinct time conceptions of event time and clock time.
Research limitations/implications
One of the limitations of this study was that it only focused on two plants within one organization in order to control for variation. Future studies should look at a wider range of companies, technologies and industries.
Practical implications
While structurally and temporally decoupling change efforts help with differentiation of new technological change, there are limitations with these efforts. It is important to build an organization’s contextual ambidexterity as well as organizational supports to facilitate switching between clock time and event time.
Originality/value
This paper helps explain how and when organizations use different types of ambidexterity in resolving temporal conflicts when implementing longer-term technological change in fast-paced manufacturing settings.
期刊介绍:
The Journal of Manufacturing Technology Management (JMTM) aspires to be the premier destination for impactful manufacturing-related research. JMTM provides comprehensive international coverage of topics pertaining to the management of manufacturing technology, focusing on bridging theoretical advancements with practical applications to enhance manufacturing practices.
JMTM seeks articles grounded in empirical evidence, such as surveys, case studies, and action research, to ensure relevance and applicability. All submissions should include a thorough literature review to contextualize the study within the field and clearly demonstrate how the research contributes significantly and originally by comparing and contrasting its findings with existing knowledge. Articles should directly address management of manufacturing technology and offer insights with broad applicability.