جستجوی مقالات مرتبط با کلیدواژه « exploration » در نشریات گروه « مدیریت »

Organizational ambidexterity refers to the ability of organizations to perform conflicting and contradictory activities. This concept is important in innovative technology-based organizations, because these organizations need to combine creativity and innovation with efficiency and productivity. As a technology-based organization, ACECR needs a duality to commercialize its innovative products and services. The aim of the current research is to design an ambidexterity development model of technology-oriented organizations to commercialize innovative products.

The research strategy is based on foundational data theorizing, and the data analysis method of the current research is the Strauss and Corbin’s systematic method (systematic model), and the data collection was done with the interview tool. In the qualitative phase, 16 interviews were conducted with the experts of technological organizations of ACECR and four additional interviews were also conducted to achieve theoretical saturation. In the quantitative phase, the descriptive-survey research method was used, and in this phase, the data collection tool was a questionnaire.

Organizational ambidexterity management has been identified as a central category in this research, and its subcategory concepts include ambidexterity structure management, innovative culture management, and ambidexterity process management, which constitute the central category. The causal conditions in this research include ambidexterity management and leadership, ambidextrous human resources are multifaceted structures. On the other hand, the bases include organizational ambidextrous culture, upstream documents, and Jihadi culture. Also, the strategies resulting from the foundation's data theorizing model include designing two-way human resources processes, designing a technology commercialization model, designing an organizational two-way evaluation system, and designing a resource allocation system. On the other hand, institutional communication in the field of science and technology and the environment of organizational ambivalence as intervening and ultimately value-creating factors, completing the technology chain, organizational development, and management of organizational contradictions, the consequences of identifying and explaining the factors affecting organizational ambidexterity in the direction of commercialization which have been in technology-based organizations.

The management of organizational ambidexterity plays a significant role in the success of commercialization of technology-based organizations. Management of structure, culture, and dual processes are key factors affecting organizational duality. Also, conditions such as ambidextrous management and leadership, ambidextrous human resources and multifaceted structures affect this process. Consequently, it is suggested that organizations focus on strategies such as the design of dual commercialization processes and models to provide the necessary ground to achieve duality and successful commercialization. It is necessary to conduct more studies in this area.

During the last century, Iran has made many efforts to transfer technology through oil companies, but it has been less successful in this field. One of the reasons for this lack of success can be found in the absorption capacity of oil companies in accepting transferred technologies. The aim of the current research is to analyze the impact of technology transfer methods on improving the absorption capacity of oil companies using a descriptive-survey method. For this purpose, while fully examining the effective criteria on absorption capacity in technology transfer methods, the status of technology transfer methods in Iran's exploration and production companies was surveyed from this point of view. The statistical population of this research was made up of all the experts and specialists in the field of technology management and oil and gas field, 31 of them were selected by the purposeful sampling method, and a researcher-made questionnaire was used to collect information, and the t-test was used to analyze the data. . The results indicate that relying on 20 selected criteria of absorption capacity and examining more than 23 cooperation methods among Iranian companies, 15 cooperation methods have had the greatest impact on absorption capacity in Iranian companies. In this regard, policy approaches were also presented.

In order to assess the risk of exploration and development of oil and gas fields, which is mentioned as one of the ‎most important determining parameters in the economic development of oil- countries, an expert system using ‎the inference fuzzy system approach was designed. First, the system inputs, which are in fact the characteristics ‎of risk assessment for the exploration and development of oil and gas fields, were extracted. In continuation, ‎the knowledge base of the system, the most important part of which is considered to be in the form of if-then ‎rules and based on the opinions of experts in the upstream part of the oil industry. To do this, the degree of ‎system accuracy is measured in two stages based on expert comments. Based on the Likert scale and presenting ‎a questionnaire to the experts, Student's t-test was performed and out of 48 defined indicators, 42 indicators ‎were selected as the final index. In the next step, the data validation of an oil field in the south of the country ‎was provided to the oil industry experts and they were asked to evaluate the output of the system‏.‏‎ Finally, the ‎opinions of experts were compared with the output of the expert system and based on the criterion of mean ‎square error (MSE) and a small difference between the average opinion of experts and the output of the system, ‎it was determined that the designed expert system has sufficient accuracy and validity for future studies.‎

We are facing an increasing number of studies related to the concept of the brand, especially the brand image and the concepts derived from it. As a gap, there are some conflicting contents extracted around this concept that motivated and prompted the researcher to do a systematic review based on the ADO framework in this field to classify, consolidate and integrate the results of the findings of other authors and to explain the integrated concept of brand image, its antecedents, and outcomes.  Therefore, based on the four-step pattern of systematic review qualitative research method, a search plan for articles in valid databases was developed.In the next step, the best articles that were considered qualified according to the main research question were downloaded, selected, screened, and evaluated for deeper investigations and findings for the appropriate answer to the research question. In this process, 33 eligible articles were selected for the final evaluation. The research findings from previous studies show that the focal construct of brand image includes at least 53 codes as antecedents and 20 codes as outcomes. These codes are classified as a conceptual model in the form of six cognitive, perceptual-attitudinal, sensory, emotional, communicative, and behavioral dimensions at different levels such as customer level, organization level, national level, and transnational level. As a result, an empirical test of the proposed model is suggested to future researchers.

The present study was conducted by combining previous research with the aim of providing a comprehensive picture of the paradoxes arising from pursuing ambidexterity as an organizational strategy.

The research methodology is qualitative with a meta- synthesis approach. Exploring studies related to ambidexterity paradoxes, 223 studies were evaluated and finally, after multiple screenings of the studies, 45 articles were selected.

With the help of coding method, 67 codes, 12 concepts and 4 components were identified and validated through Kappa Cohen coefficient. Using seven-step model of Sandelowski and Barroso, the findings of 44 previous studies related to the objectives of the study were reviewed, aggregated, combined and interpreted.

According to the results, paradoxes emerging from pursuing ambidexterity are bundled in four different categories of paradoxes including paradoxes resulted from stakeholders’ interest, paradoxes resulted from control maintenance, paradoxes resulted from resources limitation, paradoxes resulted from innovation system inefficiency.

So an organization needs strategic ambidexterity and consequently Increasing the efficiency and productivity of companies in order to survive, grow, Performance improvements, Product-service innovation, and the Possibility of competitiveness in today's dynamic environment. To maximize firm’s performance, Product-service innovation must be developed through a sequential Exploitation-Exploration pathway. To do so, initially, reviewing the literature, the conceptual model of this study was extracted, and then in order to analyze the research model and hypotheses, we examined 333 industrial firms in Isfahan city. For the validity of this questionnaire, the comments of professors and experts were used. For reliability, Cronbach's alpha was used and its value was determined to be 0.941. Path analysis method was used to analyze the data. According to the research model, data analysis indicates the existence of a positive and significant effect of exploitation and exploration on performance through product and service innovation and the mediating role of exploration in the impact of exploitation on performance Also, there is a positive and significant effect of exploitation activities in manufacturing companies developing product and service innovation on exploration activities and a positive and significant effect of product and service innovation on performance. The results showed that there is an optimal sequential Exploitation Exploration pathway in product and service innovation and exploitation-exploration pathway and the path to achieving profitable product and service innovation begins with the use of existing resources and capabilities of the firm and is followed by exploration to determine and develop appropriate technological applications.

Despite the increase of empirical studies on the organizational ambiguity phenomenon, which is the discovery of new opportunities while exploiting existing competencies, in entrepreneurship and management literatures, there is little knowledge about the factors affecting the formation of ambidextrous behaviors of employees in organisaions. The present study examines the relationship between individual entrepreneurial orientation and ethical behavior and contextual ambidexterity. This research is applied in terms of purpose and descriptive in terms of data collection method. Based on the questionnaire, the data were collected from 203 employees of food industry businesses in Tehran and analyzed with SmartPLS software. The research results show that entrepreneurial and ethical orientations increase individual ambidexterity, yet the moderating effect of ethics on the relationship between entrepreneurial orientation and individual ambidexterity has not been confirmed. These results suggest that exploratory behaviors, while performing daily tasks, can be expected from the employees who are more entrepreneurial and ethical.

Abstract
The present study was conducted to design an employee behavioral ambidexterity model in knowledge-based companies. It used a qualitative research method based on the systematic Grounded Theory. The sampling was done theoretically and using purposive and snowball techniques, based on which semi-structured interviews were conducted with the experienced managers and senior experts of knowledge-based companies and academic elites in the field of health. To ensure the reliability and validity of the interviews, the researchers reviewed the previous studies, took advantage of the opinions of experts in all stages and processes of this study, and used three strategies developed by Creswell and Miller. The results of the analysis of the data obtained from the interviews during the open, axial and selective coding process led to the development of the Grounded Theory in the field of employee behavioral ambidexterity for knowledge-based companies.

Employees have the most important role in knowledge-based development. According to researchers, it is the employees of the organization who make it possible to apply ambidexterity at the organization level through their ambidextrous behavior. Employee ambidexterity is thus defined as a behavioral approach in employees that is performed by combining activities related to exploitation and exploration in a certain period of time.
Recent studies have shown that simultaneous exploration and exploitation in a business unit is also a prerequisite for its success, especially in high-tech companies such as knowledge-based companies, which strongly rely on innovation as a competitive source. In the field of health, these companies encounter the dual demands of exploring new products/processes while simultaneously exploiting the existing products/processes. Therefore, through their employees, companies should simultaneously exploit the existing competitive advantage and explore new projects with equal skills.
Case study
The statistical population of the present study consisted of experts (including managers and experienced senior experts) and academic elites (including experienced professors of management) in the knowledge-based companies of the field of health in Tehran province.
Theoretical framework
Employee ambidexterity is defined as the behavioral orientation of employees to combine exploration and exploitation activities in a certain period of time. Exploration is defined as experiment-related behaviors, looking for alternative ways of doing something, and learning from mistakes, while exploitation is defined as "relying on previous experiences, carrying out everything, and gradually improving the learned actions".
To pursue both strategies (exploration and exploitation), ambidextrous organizations need employees who are capable of implementing both in the organization. Ambidextrous individuals can effectively use the opportunities available to them and simultaneously use all their available power and capacity to perform current affairs and overcome the existing challenges. Therefore, organizational ambidexterity requires having human resources capable of ambidextrous behaviors. In theory, researchers have argued that in order to have an appropriate level of ambidexterity, employees must be able to perform exploration and exploitation simultaneously. Schnellbächer & Heidenreich (2020) investigated the role of individual ambidexterity for organizational performance and found that ambidextrous knowledge offering leads to higher performance effects in environments characterized by the pursuit of radical innovations, while ambidextrous knowledge seeking is rather suited for environments with a focus on innovating incrementally.

The dominant paradigm of the present study is the interpretive paradigm and the strategy used in it is the Grounded Theory based on the systematic design of Strauss and Corbin (1990). Semi-structured interviews were conducted with 21 experienced managers and senior experts and academic elites in knowledge-based companies in the field of health. Each interview lasted from 45 minutes to one hour. From the 18th interview onwards, the data analysis did not lead to discovering new concepts and categories. However, three more interviews were conducted to ensure theoretical saturation.
Discussion and

After conducting and implementing the interviews, the interviewed texts were analyzed using the Grounded Theory strategy in three stages of open, axial and selective coding. Based on the analysis of the interviews, 19 categories and 60 concepts were identified and extracted from the coding process. Finally, based on the systematic approach in the Grounded Theory, the identified codes were divided in six categories, including causal conditions, ground conditions, intervening conditions, strategies and consequences around the axial category of "competence of exploration and exploitation". The four categories of spirit strengthening, internal motivation, attitude/behavior/perception, and skills were identified as the causal conditions of behavioral ambidexterity of employees in the studied organization. Development of the organization’s nature of work, legal-ethical requirements, learning and development, leadership requirements and external motivation were identified as the underlying factors, while psychological security and environmental security were identified as the intervening factors. Enhancing the culture of empowerment, accepting the culture of knowledge sharing, integration and coherence, and managing the flow of knowledge and information were identified as effective strategies which can lead to innovative behavior and performance and high job satisfaction (positive outcomes) and stressors (negative consequences).

Various studies on ambidexterity show that organizations that become ambidextrous, i.e. successful in exploitation and exploration capabilities, will perform better in dynamic environments and achieve the highest level of performance, competitiveness and long-term survival. This study was conducted using the Grounded Theory research method with the help of open, selective and axial coding. The data analysis process led to the creation of a theoretical model that includes causal conditions, contextual conditions, intervening conditions, strategies and consequences that explain the main phenomenon, namely, "competency of exploration and exploitation".

Organizational Mutual Orientation The ability of an organization to create, disseminate and act on the basis of the knowledge produced and the exploration and benefit of activities in the field of coaching is required to produce mutual organizational learning. In the present study, researchers intend to propose a model of reciprocal coaching policy with a development approach, profitability for government organizations.

In this research, the qualitative research method is data foundation theory and in order to collect data based on purposeful sampling, in-depth and semi-structured interviews with academic and executive experts were conducted. Then, the data were analyzed based on open, pivotal and selective coding and efficient and effective use of quality analysis software (MAXQDA.PRO.2018.1).

The main categories of "Executive Objectives of Bilateral Coaching Program", "Strategic components related to coaching", "Facilitating and deterrent factors", "Internal influential areas of the organization" and also the central category of "coaching" are extracted. Which has led to the consequences of this exploratory model in the form of "reciprocal coaching".

The model in this study suggests that organizations can implement this model by considering their goals.

 

In recent years, the study of the impact of innovation-related factors on performance has been considered. Based on new approaches, different company trends and innovation strategies can have varied and even conflicting effects on performance. In this paper, by distinguishing between two dimensions of market orientation including customer orientation and competitiveness, the separate role of both exploration and exploitation strategies on innovative performance is investigated.

This research is a descriptive research in terms of purpose and  is an applied research in terms of type of use. According to Cochran's formula, 82 companies out of 85 knowledge-based companies in the growth and technology centers of Shahid Beheshti and Tarbiat Modares universities were randomly selected. Research data were collected through a standard questionnaire and the validity and reliability of all variables were confirmed by convergent and discriminant validity, composit relibility and Cronbach's alpha. Structural equation modeling was used to analyze the data.

The results showed that both dimensions of market orientation have an impact on exploration and exploitation strategies. The coefficients of the effect of customer orientation on exploratory innovation and exploitative innovation were 0.468 and 0.310, respectively, and the coefficients of the effect of competitiveness on these two innovation strategies were 0.407 and 0.457, respectively. Innovation strategies also have a positive relationship with performance; Nevertheless, the impact of exploratory innovation on innovative performance has been stronger than exploitative innovation.

This study provided a new insight into performance by considering the dimensions of market orientation and its relative values in strengthening innovation strategies. Therefore, companies can achieve good innovative performance by being successful in both dimensions of innovation strategies, including exploration and exploitation.

In recent years, Organizational ambidexterity has increasingly attracted the attention of management stakeholders and researchers in order to achieve a sustainable competitive advantage. Organizational ambidexterity is a new concept in management that plays a key role in aligning the various competencies of the organization to manage the conflicting demands of new and original business opportunities. The issue of Organizational ambidexterity is exploiting existing opportunities and exploring new ones. The two dimensions of exploration and exploitation are manifested in three issues: structural ambidexterity, contextual ambidexterity and managerial ambidexterity.

The purpose of this study is to identify ambidexterity indicators affecting innovation capabilities in companies based in the Pardis Park.

The present study is an applied goal and a descriptive-survey method. The data collection tool was a questionnaire and the statistical population of this study involved managers and experts of companies in the Pardis Park. Structural equation modeling was used to test the hypotheses and analyzes were performed using SPSS and Smart PLS software.

The effect of ambidexterity on innovation capability is with a standard path coefficient of 0.804, and the significant value of this relationship is equal to 13.742, which is higher than the value of 1.96 and its positive and significant effect is confirmed.

The more ambidexterity there is in the companies based in the Pardis technology park, the greater the innovation capability in these companies.

For resource-based economies like Iran, the  the most important way to end the oil-dependency era is technological development. Therefore, the present study examines the technological development and catch- up trajectory of Iranian E&P companies in the field of EOR through experience-based and research-based learnings, with the mediating role of technological capabilities. In the first stage, considering the nature of knowledge and technology in EOR industry, it was examined that which mode of learning is more applicable in this industry. Then, by means of Thematic Analysis and through reviewing the most reliable sources, the relationship between modes of learning, types of capabilities, and types of technological catch-up were investigated in one framework to determine the technological path from learning to catch-up. In the second stage, with a case study of two Iranian E&P companies, their catch-up stages were studied. The research findings show that the first company has followed the path-following pattern by accumulating operational capability level through experience-based learning mechanisms, and the second company has followed path-creating pattern by adding research-based learning mechanisms and accumulating innovative capability.

Over the past decades, organization‘s ambidexterity has been considered as a new managerial topic, pointing to the organization's ability to simultaneously address two inadequate organizational objectives, exploitation and exploration. However, organizations need different resources to achieve ambidexterity, the most important of which are human resources or organization staff that can help organizations achieve their goals. Therefore, this research seeks to identify and prioritize the factors affecting the ambidexterity of employees. This research is applied in terms of purpose and in terms of the nature and method of descriptive-survey. 21 factors were extracted from the research literature as factors affecting employees' ambiguity and Delphi and fuzzy and ISM methods were used to analyze the information. Delphi and ISM questionnaires were distributed in two stages among 15 managers and human resources experts of commercial banks in Tehran. In the first stage, after analyzing the data by Delphi method, 7 factors were removed from the 21 identified factors and finally 14 the factor was identified as the most important factors.The identified factors were then re-assigned to managers and experts through the ISM questionnaire to prioritize the factors. Thus, factors were prioritized at 8 levels, with personality traits that are internal individual factors being identified as the most influential factors, and human resource flexibility and external motivation being structural organizational factors being identified as the most influential factors

Considering the critical role of human resource in performance, the purpose of this research is identifying the effects of human resource practices and human capital on performance of international transportation companies and mediating variable of innovation ambidexterity.

Statistical population was included international transportation companies and using Cochran method, 55 companies were selected. The survey questionnaires were sent to top managers of these companies. The reliability of the measurement model has been established by examining the composite reliability and cronbach’s alpha and validity was assessed by convergent and discriminant validity. Data were examined using Smart-PLS and IBM SPSS.

The results showed that HRM practices and human capital effect on business performance. Also, innovation ambidexterity will mediate the impact of human resource practices and human capital on business performance.

It seems that one of the requirements for the development and improvement of transportation company’s performance is to focus on specialized knowledge of the staff and applying this knowledge to develop innovation. It is suggested to companies to allocate balanced proportions of resources to new exploration projects and new exploitation projects.

Organizational ambidexterity is defined as the ability of companies to simultaneously explore and exploit. One of the key resources to achieve ambidexterity, is social capital. This study seeks to identify factors influencing the creation of an ambidextrous social capital at defense-industrial organization. In order to achieve this goal, the combination of quantitative and qualitative research methods were used. Initially the focus group was used, and based on its results, a questionnaire was prepared and in the sample of 98, were distributed in the organization. 32 items extracted from the literature an focus group meetings, 3 key competencies, were analyzed using structural equation modeling (PLS-SEM). As a result in the organization, structural social capital with dimensions strong-bonds and weak-ties; cognitive social capital with dimensions values, vision and language (narratives); and relational social capital with dimensions trust, norms and identity were the most important in the studied organization.

In recent decades, complexity and environmental turbulence have faced many challenges for organizations. In such a situation, for individuals and organizations, being successful means adapting to life through learning, and changing behavior patterns.  But some scholars believe that this approach should simultaneously and balanced emphasize on the creation of new knowledge related to new products and services for emerging markets, as well as the utilization of competencies and capacities to improve existing products and services. A process is known as organizational ambidexterity. In this process, the ability to use of existing status (exploitation) and opportunities to grow and survive in the future (exploration) are two sides of the organization's move toward ambidexterity. The realization of ambidexterity in organizations requires the creation of a dynamic structure and internal flexibility which can empower organizations to face environmental changes so that they can anticipate environmental change and find appropriate strategies for dealing with them. This approach is addressed in the field of strategic management as strategic thinking.

Research on ambidexterity is burgeoning, yet understanding of the antecedents and consequences of both activities remains rather unclear. The purpose of this paper is to explore the effects of knowledge sharing on organizational ambidexterity (exploration and exploitation) as well as the mediating effect of mediating role of absorptive capacity. The research statistical population constitutes 97 pharmaceutical companies’ employer select available as the subjects. Data were collected via three standard questionnaires. In order to assess dimensions of organizational ambidexterity scale proposed by Kyrgidou & Petridou (2011), knowledge sharing scale was developed by Van den hoof & De ridder (2004), and absorptive capacity scale was developed by Zahra & George (2002), was employed. This study applies SmartPLS3 to investigate the research model. The results shows that knowledge sharing and absorptive capacity has positive effects on organizational ambidexterity. In addition, , this study reveals that absorptive capacity is not the mediating factor between knowledge sharing and organizational ambidexterity.

One important factor influencing business success is the number of innovations introduced to market. Innovations can be exploitative or exploitative. While exploitative innovations improve efficiency in short term, explorative innovations improve flexibility and help firms to face changing environment in long term. Since the potential and realized absorptive capacity could have different effects on explorative and exploitative innovations, this research aims to investigate the relationships between ambidexterity and absorptive capacity in order to explain the inter-relationships of their sub-constructs. This is an applied research which uses a survey based descriptive correlational method. It also uses Structural Equation modelling to analyze data. To this end, a random sampling procedure was used to collect data from a sample of 90 defense firms (also called industries in Iran defense sector). The results showed that the realized absorptive capacity is an antecedent for exploration and exploitation. Furthermore, while potential absorptive capacity positively moderates the relationship between realized absorptive capacity and explorative innovation, it negatively moderates the relationship between former and exploitative innovation.

Organizational learning is a capability of organizations to create, transfer and act on the knowledge generation. Exploration- and exploitation-oriented learning activities required to produce organizational ambidextrous learning. This paper presents a scale developed to classify organizations through cluster analysis as being Exploiters, explores, ambidextrous or with no defined orientation. The theoretical framework helps identify that the concepts associated with exploration and exploitation may be classified into six practical dimensions: organizational knowledge practices, innovative practices, competition, strategic orientation, organizational efficiency and partnerships. Indicators and criteria after sorting the dimensions of 36 features were identified and classified. Specialists were offered indicators derived from the theoretical review to identify final criteria by using Delphi technique. In the end, 6 indexes were deleted and 8 added to the index, therefore developing organizational learning model Ambidexterity was presented.

The purpose of this study is to evaluate the impact of organizational ambidexterity on strategic entrepreneurship in software companies. Therefore we examined the ambidexterity with two dimensions i.e. exploration and exploitation as an independent variable and strategic entrepreneurship with four dimensions i.e. entrepreneurial mindset, innovation, managing resources strategically and competitive advantage as the dependent variable. The research methodology is based on structural equation modeling. We use a questionnaire with 22 questions that 97 firms answered it. To measure the validity and reliability we used convergent and divergent validity and Cronbach's alpha and composite reliability respectively. Data analysis has performed by using SmartPLS3. The results show that ambidexterity has a positive and significant effect on strategic entrepreneurship. So we can conclude focus on improving ambidexterity can lead to development and promotion of strategic entrepreneurship.