Management Science and Information Systems' Seminar (2015-09)

Topic:Contributive Roles of Multilevel Organizational Learning for the Evolution of Organizational Ambidexterity

Speaker:Mengling Yan,Guanghua School of Management, Peking University

Time:Wednesday, 11November, 3:30-5:00 P.M

Location:Room K217

Abstract:

Purpose:This paper aims to reveal how organizational learning at the strategic and operational levels (i.e., strategic learning and business learning, respectively) contribute to the development of organizational ambidexterity along the growth of enterprises from an evolutionary view.

Methodology:We conducted a longitudinal case study on Huawei- a leading Chinese firm in the telecommunication industry. Data was collected from various sources including interviews, CEO’s speeches, scholarly publications, company magazines and internal memos. The case was analyzed in line with the principles of grounded theory.

Findings:This research reveals that the case company (Huawei) constructed organizational ambidexterity with different foci during different development stages. The organization’s ambidextrous capability evolves over time, shifting from one domain to another. Such ambidexterity development was largely beneficial from the multilevel organizational learning at both the strategic level (focusing on the whole organization and long-term goals) and operational level (focusing on local interests and short-term goals).

Originality: This paper represents one of the earliest works to uncover the ambidexterity building process from an evolutionary approach that requires the collection of longitudinal data. Also, the paper proposes a multi-level learning framework for ambidexterity building in practice. This framework distinguishes strategic learning from business learning and projects the two types of learning into learning at four levels-individual, team, intra-organizational, and inter-organizational, which can be leveraged to guide division of labor among hierarchical levels during the progressive development of ambidexterity.

Keywords:Organizational ambidexterity, Organizational learning, Strategic learning, Business learning, Evolution

中文介绍：论文重要钻研国内当先的电信企业华为公司若何通过分歧档次的组织进建活动构建组织双元能力。 随着竞争的加剧
，环境变动加快
，企业既必要充分“利用”已有的知识和经验
，保障短期的利润
，又必要积极“索求”新的知识和机遇
，为将来的机缘与挑战做好筹备
，这种两全“索求”与“利用”的能力被称为“组织双元能力”
，对组织在强烈竞争中存活和繁华有沉要的意思。然而
，“索求”与“利用」伫夺有限的组织资源和治理层把稳力
，对组织结构、流程、文化蹬仔截然分歧的要求
，组织往往容易过度强调其中之一
，而失去两者之间的平衡。本文借鉴组织进建理论
，从当先企业的经验中寻找双元能力的构建步骤和模式。在理论上
，本文提出了一个多档次的进建模型
，揭示结案例企业的双元能力演化蹊径
，不仅丰硕了双元能力构建的有关会商
，并且深入了组织进建理论的利用。在实际上
，案例企业所选取的进建步骤和进建准则可能为企业带来实际启迪。

迎接感兴致的教员与同学参与！