Contrasting Goald - Artikel Birkinshaw & Gibson - Building ambidexterity
6 important questions on Contrasting Goald - Artikel Birkinshaw & Gibson - Building ambidexterity
How are adaptability and alignment defined in the article of Birkinshaw and Gibson?
Alignment is about value creation in the short term an how activities should be coordinated.
Birkinshaw and Gibson distinguish two forms of ambidexterity: structural ambidexterity and contextual ambidexterity. What is structural ambidexterity, who connects, and what type of units are related to alignment and what to adaptability?
The top management connect between them.
This results in large units focusing on alignment and small units focusing on adaptability.
Birkinshaw and Gibson distinguish two forms of ambidexterity: structural and contextual. What is contextual ambidexterity?
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What are the three commonalities among ambidextrous employees?
2. Employees are motivated and inform to act spontaneously without first asking for permission.
3. Encourage action that involves adaptation and alignment to the strategy.
What is context and what two dimensions are important to determine the organizational context?
Dimension 1) Performance management
- This is determined by the attributes stretch and discipline. This dimension is concerned with stimulating people to deliver high quality results and making them accountable for their actions.
Dimension 2) Social support
- This is determined by the attributes support and trust. This dimension is about the people that are provided by security and latitude they need to perform.
How to escape from suboptimal contexts?
when organizations are in a low performance context, then they should give priority to performance management, social support can follow later before burnouts come in.
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