| Summary: | 博士 === 國立中興大學 === 企業管理學系所 === 102 === The importance of organizational ambidexterity was stressed in different fields of management. The previous research results have guided this study to understand the advantages (what), the necessity of existence (why), the formation causes (how) and formation factors (which) of organizational ambidexterity and how to manage the conflict between the exploration of new knowledge and the exploitation of existing capabilities and reach the optimal mediacy. It is believed in this study that exploring new capabilities and markets is equally important with maintaining existing capabilities and market operation for an organization; if the firm focuses on the former one and commit itself to the development of new products or markets to enhance the future growth momentum, it may ignore existing benefits and lose direction and get into repeated testing; conversely, if the firm focuses on the latter one and blindly pursue short-term interests while ignoring the sustainable growth, it is likely to get into organizational inertia or competence trap and fail to respond to the changes in the environment. In this study, a distinct way was used to measure the differences in the degree of ambidexterity to bridge the gap with the previous researches and to provide more insights in the successful management of exploitation capability and exploration capability.
According to the perspective of organizational learning and dynamic capability, a complete research model was constructed in this study which pointed out that organizational ambidexterity is a type of dynamic capability with the characteristics of path dependence. The cultivation and construction of the exploitation capability and exploration capability of ambidexterity depends on the resources and knowledge stock of the organization. However, limited to the resources, the firm also depends on the knowledge source of external network to acquire and learn more valuable recourses and knowledge in addition to the internal knowledge and resource. Therefore, this study selected internal social capital and external social capital as the learning mechanism in the construction and cultivation of exploitation capability and exploration capability. In addition, based on the complementary view of organizational ambidexterity, this research proposed that the organization required the culture which was capable of complementing conflicts and contradictory capabilities. Therefore, the disturbing variable-market orientation was added to this research framework to enhance the influence of organizational ambidexterity on organizational performance and tensions. Finally, in addition to the positive effect (organizational performance) of organizational ambidexterity, the negative effect (organizational tensions) was also added in, so as to analyze the linkage between capabilities, tensions and performance in detail in the hope of establishing a complete conceptual framework and carrying on the positive research to contribute to the study of organizational ambidexterity.
An actual survey was made on Taiwan electronics and electronic motor manufacturing firms with 234 valid samples. The empirical results show that both inter-firm social capital and intra-firm social capital have positive effects on exploitation capability and only intra-firm social capital has a significant positive effect on exploitation capability; there exists an inverted U-shape relationship between exploitation capability and organizational performance while the hypothesis is not supported; in terms of organizational tensions, the influence of exploration and exploitation capability do not exist; in terms of ambidexterity, balanced ambidexterity and combined ambidexterity have a positive effect on organizational performance and a negative effect on organizational tensions; the moderating effect of market orientation on relationship between ambidexterity and organizational performance was partially supported but was not supported in the relationship between ambidexterity and organizational tensions. Finally, this study proposed theoretical implications and practical implications and some suggestions for future research.
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