|
|
Research on Mechanism of Social Capital Components upon Individual Ambidextrous Innovation |
Lin Jun,Han Xin |
School of Economic and Management, Xi'an University of Technology, Xi'an 710054, China |
|
|
Abstract The influence of social capital on individual ambidextrous innovation has been paid attention to in the academic field, to clarify the relationship between social capital and individual ambidextrous innovation is critical to enhance the enterprise innovation capability. Based on the three dimensions of social capital for three pairs of components: structure dimension of bonding network and bridging network, relational dimension of generalised trust and particularised trust, ognitive dimension of shared vision and organizational diversity ,explores each pairs of components of social capital differences influence between exploitative innovation and exploratory innovation, analyses the balance function of components to alleviate the facing dilemma of times conflict of individual both exploitative innovation and exploratory innovation, builds alignment and adaptability social capital theory architectures both exploitation and exploration, provides theoretical basis for making good use and careful social capital components to upgrade the capacity of employees ambidextrous innovation for managers.
|
Received: 23 September 2016
|
|
Corresponding Authors:
Lin Jun
|
|
|
|
[1]JANSEN J J, TEMPELAAR M P, BOSCH F A J VAN DEN, et al. Structural differentiation and ambidexterity: the mediating role of integration mechanisms[J]. Organization Science,2009,20(4):797-811.
[2]MARCH J G. Exploration and exploitation in organizational learning[J]. Organization Science, 1991,2(1):71-87.
[3]HE Z P, WONG P K, EXPLORATION VS. Exploitation:an empirical test of the ambidexterity hypothesis[J]. Organization Science,2004,15(4):481-494.
[4]ROGAN M, MORS L. A network perspective on individual-level ambidexterity in organizations[J]. Organization Science,2014,25(6):1860-1877.
[5]SIDHU J S, VOLBERDA H W, COMMANDEUR H R. Exploring exploration orientation and its determinants: some empirical evidence[J]. Journal of Management Studies,2004,41(6):913-932.
[6]ANDRIOPOULOS C, LEWIS M W. Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation[J]. Organization Science,2009,20(4):696-717.
[7]KELLER T, WEIBLER J. Behind managers′ ambidexterity-studying personality traits, leadership and environmental conditions associated with exploration and exploitation[J]. Schmalenbach Business Review,2014,66(3):309-333.
[8]MOM T J, VAN B, VOLBERDA H W. Investigating man-agers’exploration and exploitation activities: the influence of top-down, bottom-up, and horizontal knowledge inflows[J]. Journal of Management Studies,2007,44(6):910-931.
[9]KAUPPILA O P, MICHIEL P T. The social-cognitive underpinnings of employees′ ambidextrous behaviour and the supportive role of group managers′ leadership[J]. Journal of Management Studies,2016,52(98):162-168.
[10]SIMON F, TELLIER A. Reconsidering ambidexterity at the individual level:a social network perspective[J]. Advances in Strategic Management,2011,28:393-428.
[11]VILLENA V H, REVILLA E, CHOI T Y. The dark side of buyer-supplier relationships:a social capital perspective[J]. Journal of Operations Management,2011,29(6):561-576.
[12]GIMA K A, MURRAY J Y. Exploratory and exploitative learning in new product development:a social capital perspective on new technology ventures in China[J]. Journal of International Marketing,2013,15(2):1-29.
[13]GIBSON C B, BIRKINSHAW J. The antecedents, consequences, and mediating role of organizational ambidexterity[J]. Academy of Management Journal,2004,47(2):209-226.
[14]SPEKTOR F M, GINO F, ARGOTE L. Paradoxical frames and creative sparks: enhancing individual creativity through conflict and integration[J]. Organizational Behavior and Human Decision Processes,2011,116(2):229-240.
[15]AMBOS T C, MAKELA K, BIRKINSHAW J, et al. When does university research get commercialized? creating ambidexterity in research institutions[J]. Journal of Management Studies,2008,45(8):1424-1447.
[16]BIRKINSHAW J, GUPTA K. Clarifying the distinctive contribution of ambidexterity to the field of organization studies[J]. Academy of Management Perspectives,2013,27(4):287-298.
[17]JAKOBSEN S E, LORENTZEN T. Between bonding and bridging: regional differences in innovative collaboration in Norway[J]. Norsk Geografisk Tidsskrift,2015,69(2):80-89.
[18]VAN MIERLO H, KLEINGELD A. Goals, strategies, and group performance: some limits of goal setting in groups[J]. Small Group Research,2010,41(5):524-555.
[19]NOOTEBOOM B. A cognitive theory of the firm: learning, governance and dynamic capabilities[J]. Innovation Journal,2009,38(8):661-662.
[20]KANG S C, SNELL S A. Relational archetypes, organizational learning, and value creation: extending the human resource architecture [J]. Academy of Management Review,2007,32(1):236-256.
[21]NAHAPIET J, GHOSHAL S. Social capital,intellectual capitai, and the organizational advantage[J]. Academy of Management Review,1998,23(2):242-266.
[22]TIWANA A. Do bridging ties complement strong ties? an empirical examination of alliance ambidexterity[J]. Strategic Management Journal,2008,29:251-273.
[23]BERARDO R. Bridging and bonding capital in two-mode collaboration networks[J]. Policy Studies Journal,2014,42(2):197-225.
[24]HENTTONEN H, JOHANSON J E, JANHONEN M. Work-team bonding and bridging social networks, team identity and performance effectiveness[J]. Personnel Review,2014,43(3):330-349.
[25]HAN J Y, HOVAV A. To bridge or to bond? diverse social connections in an IS project team[J]. International Journal of Project Management,2013,31(3):378-390.
[26]GUNDELACH B, TRAUNMULLER R. Beyond generalised trust: norms of reciprocity as an alternative form of social capital in an assimilationist integration regime[J]. Political Studies,2014,62(3):596-617.
[27]WANG C L, RAFIQ M. Ambidextrous organizational culture, contextual ambidexterity and new product innovation: a comparative study of UK and Chinese high-tech firms[J]. British Journal of Management,2014, 25(1):58-76.
[28]MCGRATH R G, VENKATARAMAN S, MACMILLAN I C. The advantage chain:antecedents to rents from internal corporate ventures[J]. Journal of Business Venturing,1994,9(5):351-369.
[29]刘新民,王垒,李垣. 企业家类型、控制机制与创新方式选择研究[J]. 科学学与科学技术管理,2013,34(8):102-110.
[30]RAISCH S, BIRKINSHAW J, PROBST G, TUSHMAN M L. Organizational ambidexterity:balancing exploitation and exploration for sustained performance[J]. Organization Science,2009,20(4):685-695.
[31]MIHALACHE O R, JANSEN J J, BOSCH F A J VAN DEN, et al. Top management team shared leadership and organizational ambidexterity:a moderated mediation framework[J]. Strategic Entrepreneurship Journal,2014,8(2) :128-148.
[32]THONGPAPANL N, CLERCQ D, DIMOV D. An investigation of the performance consequences of alignment and adaptability:contingency effects of decision autonomy and shared responsibility[J]. R&D Management,2012,42(1):14-30.
[33]PORTES A. Social capital: its origins and applications in modem sociolog[J]. Annual Review of Sociology,1998, 24:1-24.
[34]OSTERGAARD C R, TIMMERMANS B, KRISTINSSON K. Does a different view create something new? the effect of employee diversity on innovation[J]. Research Policy,2011,40(3):500-509.
[35]KANG S C, SNELL S A. Intellectual capital architectures and ambidextrous learning:a framework for human resource management[J]. Journal of Management Studies,2009,46(1):65-92.
|
|
|
|