Speaker: Prof. Dragos Vieru

Abstract:

Firms are increasingly confronted with challenges of exploiting existing competencies and exploring new ones (O’Reilly and Tushman 2013). Whereas extant organization studies literature mainly focuses on financial and strategic benefits of ambidexterity, less attention has been given to revealing how organizations may accomplish ambidexterity. Organizational ambidexterity refers to the ability of an organization to both explore and exploit – to compete in markets where efficiency and incremental improvement are valued and to also compete in markets where flexibility and experimentation are needed (Jansen et al. 2009).

It has been suggested that for solving the paradoxical requirements of exploitation and exploration firms may externalize one or several business activities through interorganizational relationships (outsourcing, acquisitions or alliances) (Holmqvist 2004, Lavie and Rosenkopf 2006). We argue that achieving ambidexterity in an interorganizational relationship (IOR) context requires the integration and application of differentiated exploratory and exploitative efforts across the boundaries between the partners’ organizational structures (Rothaermel and Deeds 2004).

This exploratory study analyzes the collaborative efforts between two small and medium Canadian enterprises (SMEs) engaged in an interorganizational relationship (IOR) aimed at developing ambidexterity through integration mechanisms. Despite the richness of the literature on IOR, less is known about the mechanisms that trigger and affect collaborative efforts during an IOR process. We adopt a qualitative and processual approach and draw on the concepts of assets orchestration mechanisms, surface and deep structures, to propose a conceptual framework. Surface structures can be defined in an IOR context as a set of organizational decisions and processes that facilitate the exchanges between both partners. Deep structures are defined as continually recurring processes and patterns that underlie and guide surface, observable events and actions (Heracleous and Barrett 2001).

We also introduce the social mechanism concept as an analytical tool to better understand the different modes of change within the process of IOS integration. In a processual approach to examine phenomena, social mechanisms explain the intermediate events that partially influence the evolution from an initial state of a phenomenon to a final observed outcome. Social mechanisms can provide explanations on how one micro-level event leads to and affects the ensuing one. It can also shed light on how a macro-level or surface structure pattern (i.e., organizational level decisions) may trigger the succession of micro-level or deep surface events.

Our case data analysis suggests that ambidexterity in an IOR context is facilitated by three specific integration mechanisms: allocating resources, structuring resources and coordinating resources. It also shows that ambidexterity emerges when shared vision and artefacts are translated into shared processes and practices.

Bio:

Dragos VIERU is an Associate Professor at the TELUQ University of Quebec. He holds a Ph.D. degree in Information Technology from HEC Montreal and a M.Sc. degree in Management of Information Systems from John Molson School of Business, Montreal, Canada. His research interests are in the areas of IT-enabled organizational change, knowledge sharing, and IT sourcing. Dragos Vieru has published articles in several academic journals, notably in the Journal of Knowledge Management and in the International Journal of Information Management, and his research has been presented at several major international conferences in IS, such as ICIS, AMCIS, HICSS, and ASAC. He co-chairs mini-tracks at HICSS and AMCIS. Dragos Vieru is the Director of the École des Sciences Administratives at TELUQ University. Prior to joining academia, he spent over 15 years in the Canadian public healthcare sector as an IT project manager.